Building on theoretical and empirical work considering the implications of accountability on individual behavior, the authors explored the antecedents and consequences of individual perceptions of accountability for job performance. Using data from two field samples, the authors considered whether the manager’s monitoring behavior thought to enhance perceptions of accountability for behaviors and outcomes predicted greater perceived accountability for task performance and interpersonal facilitation performance. They also explored whether perceived accountability mediated the relationship between monitoring behavior and subsequent performance. Hierarchical linear modeling indicated that subordinates of managers whose monitoring behavior reinforced perceptions of accountability perceived greater accountability for performance and that this perception mediated the relationship between managerial monitoring behavior and performance. The implications of these results and directions for future research are discussed.

AbstractOrganizations invest substantial resources in research and development (R&D) to increase long‐term performance. Despite these investments, contextual contingencies can impact innovation. Our findings show that Chinese manufacturers with cultures emphasizing innovation and teamwork more effectively use financial resources in the innovation process. Findings also demonstrate that the impact of education on innovation is greater with low stability and high teamwork and innovation orientations. Results also indicate that a culture emphasizing outcomes and stability leads to lower levels of innovation irrespective of financial and human resources invested. Finally, we found a negative curvilinear interaction between R&D spending and outcome orientation on innovation. © 2010 Wiley Periodicals, Inc.