A meta-analysis of TMX and incremental effects over LMX: an examination in different cultures

Abstract

Recent decades have witnessed a growing interest in team-member exchange (TMX) research. This quantitative review provides a comprehensive integration of the relationships between TMX and its correlates, with particular attention given to cross-cultural differences in effect sizes. Based on 172 studies that include 185 samples (67,228 participants), we first reviewed the recent literature on TMX and meta-analyzed its antecedents, including individual, job, and situational characteristics, as well as its outcomes related to job, team and organization. We then examined whether these associations are moderated by national cultural factors (i.e., vertical-collectivistic and horizontal-individualistic contexts). Additionally, we conducted a more detailed analysis of how cultural differences influence the well-established relationships between TMX and in-role and extra-role performance. Finally, using multigroup meta-analytic structural equation modeling (MASEM), we examined the incremental effects of TMX over leader-member exchange (LMX) on in-role performance and extra-role performance across cultural contexts. These findings extend social exchange theory by clarifying its cultural boundary conditions and contribute to cross-cultural organizational behavior research by providing a nuanced understanding of TMX's role in diverse cultural settings.

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Identifiers

ORCID for Yucheng Zhang: orcid.org/0000-0001-9435-6734

ORCID for Peter Rodgers: orcid.org/0000-0002-6108-5111

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