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Titlebook: Employee Loyalty; Intercultural Compar Stephan Meschke Book 2021 The Editor(s) (if applicable) and The Author(s), under exclusive license t

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Phase I and II Studies with Lobaplatinmparison. The following measurement review of employee loyalty studies points out the dissemination of self-assessment questionnaires. Finally, the design of the German and the Chinese questionnaire is presented together with the sample structure, the applied employee loyalty items, and the analysis methods.
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d distinguish it from related concepts such as organizational commitment. Most intensively applied theories are social and organizational identity theory, social exchange theory, and theory of psychological contract. Besides these three theories and the concept, the evolvement of employee loyalty as a research subject is presented.
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Radoslav Adzic,Nebojsa Marinkovicy, individuals representing the levels “disloyal,” “non-loyal,” or “hyper-loyal” might show negative and undesired effects such as resistance to change, willingness to leave, counter-productive work behavior, work overload, or groupthink.
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Outcomes of Employee Loyalty,y, individuals representing the levels “disloyal,” “non-loyal,” or “hyper-loyal” might show negative and undesired effects such as resistance to change, willingness to leave, counter-productive work behavior, work overload, or groupthink.
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Results,ss to leave, CWB, and work overload are evaluated for all the loyalty levels: disloyal, non-loyal, loyal, and hyper-loyal. With the use of EFA, the non-suitability of the employee loyalty concept from a European cultural perspective is shown and the initial concept of “Bipartite Employee Loyalty” is derived from the Chinese sample.
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Discussion,es are evaluated under consideration of the loyalty levels. The intercultural differences between the “Tripartite Employee Loyalty” and the “Bipartite Employee Loyalty” concepts are discussed under consideration of cultural dimensions, cultural standards, and different cultural perceptions of the service industry.
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