This study aimed to develop a Japanese version of the idiosyncratic deals (i-deals) scale. Rosen et al.’s (2013) Ex Post I-Deals Scale was translated into Japanese. Its factor structure, internal consistency, convergent validity, discriminant validity, and test-retest reliability were examined in a sample of full-time employees living in the Tokyo Metropolitan area. Data were collected at two time points (n=1,201 and n=849 for the first and second time points, respectively). A confirmatory factor analysis showed the bestfit indices for the Japanese version of the i-deals scale with the original fourfactor structure. Internal consistency, convergent validity, discriminant validity, and test-retest reliability were confirmed by calculating coefficient alpha, the correlation coefficient between the Japanese i-deals scale and LMX and organizational commitment, and the correlation coefficients of the data between two time points, respectively. Results revealed that the Japanese i-deals scale had sufficient reliability and validity. This study facilitates the measurement of i-deals in the Japanese population by adapting and validating the Ex Post I-Deals Scale.

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In this study, we clarified the moderating effect of supervisor power distance orientation on the relationship between proactive behavior to supervisor and LMX (Leader-member exchange). We first examined the effect of proactive behavior to supervisor on LMX. As for dimensions of proactive behavior to supervisor, we examined feedback seeking from supervisor and relationship building with supervisor. Next, we examined the moderating effect of supervisor power distance orientation on the impact of proactive behavior to supervisor on LMX. As a result of conducting an Internet questionnaire survey targeting newcomers in China, a total of 289 responses were collected, of which 82 were judged to be invalid responses, so analysis was conducted on the 207 valid responses. As a result of the analysis, we found that feedback seeking from supervisor and relationship building with supervisor had a significant positive impact on LMX. We also found that supervisor power distance orientation had a moderating effect on the relationship between feedback seeking from supervisor and LMX. In other words, the positive influence of feedback seeking from supervisor on LMX was stronger when supervisor power distance orientation was higher. Implications of the findings for socialization research and practice are discussed.

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