William Phanuel Kofi Darbi

Past research has not clearly explained why the quality of leader-member exchange (LMX) is weakly related to organizational citizenship behaviour (OCB) in non-Western cultures. Hence, this study explores subordinates’ cultural value orientation and team member exchange (TMX) as boundary conditions of the effects of LMX on citizenship behaviour directed at individual organizational members (OCBI) and citizenship behaviour directed at the organization as a whole (OCBO). The research hypotheses were tested using a sample of 392 supervisor-subordinate dyads from organizations across different sectors in Ghana. The results support our theorizing that horizontal collectivism and TMX strengthen the relationship between LMX and OCBI such that the relationship is stronger for horizontal collectivists and under a high TMX context. However, the results did not support the hypothesized moderator effects of horizontal collectivism and TMX on the LMX-OCBO relationship. The theoretical contributions, managerial implications and avenues for further research are discussed.

This article builds on existing analyses of coopetition strategy as practice by exploring coopetition as a social-structural and relational phenomenon. We draw on social practice theory to present an analysis of coopetition in a cluster of small informal businesses in Accra, Ghana. In so doing, we adopt a comprehensive socio-cultural perspective enabling us to account for a wider range of antecedents, drivers and both intended and unintended outcomes for individuals, firms, clusters and wider institutions. We show how immersive cooperation among competing firms became a naturalised practice in the cluster, embedded as a cultural assumption. Following this, we develop a conceptual framework that shows how the actions of individuals (agency) and strength of institutional and societal (structure) influences may lead to different forms of small business coopetition strategy.