This study addresses three issues on proactive behavior (PB) in occupational/organizational context, by using four samples gathered from Japan and China. The first issue is to develop the dimensional structure model of PB. A four-factor model was found out by exploratory factor analysis using Japanese student samples (
n=384), and validated by multi-group confirmatory factor analysis using Japanese (
n=1009) and Chinese (
n=308) employee samples. The second issue is to develop a 12 item-Scale (PBS) based on item response theory. PBS was supported by two construct-related validity evidences across the two countries' employee samples: 1) the configural- & metric-invariance of the four-factor model measured by PBS; and 2) the reproducibility of both positive & negative correlation pattern among PBS score and some work-related variables. Finally, the third issue is to clarify the similarities/differences between Japanese and Chinese employees. The result revealed two similarities, which were referred in the second issue, and the following three differences: 1) the average hurdle for taking PB in the two countries' organizations; 2) the average level of PB; 3) what aspect (process or outcome) of work has strong relevance to PB. One explanation for the three differences is the distinction in occupational/organizational mobility due to performance-based system between Japan and China.
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