| Summary: | 碩士 === 國立臺灣大學 === 心理學研究所 === 106 === Past research on workplace cultural diversity has mostly focused on higher-level outcomes such as organizational or team performance, and has ignored interpersonal-level outcomes, such as Organizational Citizenship Behaviors towards Individuals (OCBI), which is a particularly important factor of organizational functioning. Secondly, the literature has failed to offer a complete and uniform operationalization of culture, and to clarify the differential effects of different levels of cultural similarity. The present study addresses these gaps by investigating the effects of racial similarity, similarity of nationality, and value similarity on coworker OCBI, the mediating role of horizontal affective trust in this relationship, and the differences in effect magnitude for these three levels of cultural similarity following a novel conceptualization of“surface/deep” as numerous different layers rather than a binary division. Hypotheses were tested using hierarchical linear modeling (HLM) based on a sample of 203 multicultural team dyads. Results showed that similarity of nationality and values had a positive effect on OCBI, and that these relationships were both mediated by affective trust. Racial similarity did not have any effect on trust and OCBI. Overall, value similarity had stronger effects than similarity of nationality, which had stronger effects than racial similarity, suggesting that cultural similarity is better conceptualized as different layers ranging from surface to deep.
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