In this study, we draw upon self-categorization theory to suggest that flexibility i-deals have implications for employee perceived status in the workgroup, which in turn affects employee OCB. Building upon the logic of appropriateness, we further theorize that employee power distance orientation and perceived team orientation moderate the direct relationship between flexibility i-deals and perceived status and the indirect relationship between flexibility i-deals and OCB via employee perceived status. Multi-level modeling using time-lagged multi-source data from 209 employees and 39 supervisors of a large Iranian company in Study 1 showed a positive relationship between flexibility i-deals and perceived status with perceived status mediating the relationship between flexibility i-deals and OCB. Moderation analyses further revealed that employee power distance orientation strengthens the flexibility i-deals-perceived status relationship whereas perceived team orientation weakens this relationship. Finally, results of a Monte Carlo simulation indicated that the indirect effect of flexibility i-deals on OCB via perceived status was stronger under higher power distance orientation and lower perceived team orientation conditions. Study 2, involving 219 employees and 39 supervisors from the U.S., replicated these findings but showed an opposite moderation effect for perceived team orientation. We discuss theoretical and practical implications along with directions for i-deals research.
