This study examined the moderating effect of national culture on the relationship between a key situational indicator (job satisfaction) and the exchange behaviors of employees. The main effect of job satisfaction on the outcome behaviors of exit, voice, loyalty, and neglect was consistent in Indonesia and New Zealand suggesting a possible universal relationship. However, the cultural group of participants (Indonesia or New Zealand) moderated the influence of job satisfaction on all outcomes with the exception of voice. The implications of these results for theory and practice are discussed.
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