Enhancing theory and research: employee behavior in China – part 2

Purpose – The purpose of this paper is to highlight the importance of advancing theory and research in China through identification of unique aspects of Chinese organizational behaviors, which can lead to expanded, robust organizational behavior and human resource management models and theories that transcend national boundaries. Design/methodology/approach – This is a conceptual paper and does not employ research methods. Findings – The results of studies included in this special issue suggest that researchers can identify elements unique to China in constructs such as psychological capital, work‐to‐family spillover, work‐family conflict, performance appraisal process, and expatriate interactions that further expand theory and research in organizational behavior. Practical implications – The review of articles in the special issue suggests that managers in organizations in China may want to: develop individuals' psychological capital; train managers on the importance of eliminating abusive behaviors and developing employees' heartiness; adopt family friendly practices; employ performance appraisal process to encourage commitment and organizational citizenship behaviors; and train local country nationals on working with expatriates to enhance organizational effectiveness. Originality/value – This review provides a unique perspective on employee behavior because it considers such behavior in a Chinese context.