scholarly journals Leader and organizational identification and organizational citizenship behaviors: Examining cross-lagged relationships and the moderating role of collective identity orientation

2020 ◽  
pp. 001872672093811
Author(s):  
Anders Friis Marstand ◽  
Olga Epitropaki ◽  
Daan van Knippenberg ◽  
Robin Martin
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Collective Identity ◽  
Organizational Identification ◽  
Spillover Effects ◽  
Mediating Role ◽  
Identity Orientation ◽  
The Relationship ◽  
Moderating Role

People may identify with multiple entities at work, but how are different foci of identification related and how do they influence extra-role work behaviors? Drawing from social identity theory, our article examines: (a) the potential bidirectional relationship between leader and organizational identification; (b) the mediating role of organizational identification on the relationship between leader identification and organizational citizenship behavior (organization-targeted, OCBO); and (c) the moderating role of collective identity orientation on the indirect relationship between leader identification and OCBO via organizational identification. Cross-lagged analyses of two-time data in two independent studies provided support for identification generalization from leader identification to organizational identification and confirmed the hypothesized mediating role of organizational identification. Our results also confirmed the moderating role of collective identity orientation and showed that the relationship between leader identification and organizational identification was stronger for employees with low collective identity orientation. Support was also provided for moderated mediation. Overall, our findings showcase the importance of examining multiple identifications foci when studying social identification at work, and provide support for spillover effects of lower-order to higher-order identifications.

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

Learning organization and organizational citizenship behaviour in West Malaysia: moderating role of team-oriented culture

2020 ◽  
Vol 44 (8/9) ◽  
pp. 847-864
Author(s):  
Patricia Yin Yin Lau ◽  
Sunyoung Park ◽  
Gary N. McLean
Keyword(s):  
Learning Organization ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Synergistic Effects ◽  
Citizenship Behavior ◽  
Content Type ◽  
High Power Distance ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to examine the relationship between having a learning organization (LO) and organizational citizenship behavior (OCB), and the moderating role of team-oriented culture on this relationship. Design/methodology/approach Using 516 respondents from diverse industries in West Malaysia, the authors tested the psychometric properties of the three variables. Findings LO positively influenced OCB. Team-oriented culture moderated the relationship between having a LO and OCB. Originality/value This study helps explain how to achieve a LO in a context of high power distance and collectivist culture such as Malaysia. This study also highlights the importance of the anticipated synergistic effects of a LO and team-oriented culture in promoting OCB.

scholarly journals The Interactive Effect of Positive Psychological Capital and Organizational Trust on Organizational Citizenship Behavior

SAGE Open ◽  
2019 ◽  
Vol 9 (3) ◽  
pp. 215824401986266 ◽  
Author(s):  
Harun Yildiz
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Capital ◽  
Organizational Trust ◽  
Interactive Effect ◽  
Future Research ◽  
Positive Psychological Capital ◽  
The Relationship ◽  
Moderating Role

To date, numerous empirical studies have been conducted to investigate the link between organizational trust and organizational citizenship behaviors (OCBs). However, it is surprising that the moderating role of positive psychological capital (PsyCap) on the relationship between organizational trust and OCBs has not been directly tested. Thus, this relationship is currently under-researched. Addressing this gap in the organization literature, the purpose of this study is to examine the potential moderating role of positive PsyCap on the relationship between organizational trust and OCBs. Given this context and purpose of the study, the data collected from a sample of 1,100 health care employees from seven hospitals in Istanbul provided good support for the hypothesis. The findings indicate that positive PsyCap moderates the relationship between organizational trust and OCBs in such a manner that the relationship is stronger when positive PsyCap is high. The research findings are discussed with a view to implications and suggestions for future research.

scholarly journals Impact of Participative Leadership on Organizational Citizenship Behavior: Mediating Role of Trust and Moderating Role of Continuance Commitment: Evidence from the Pakistan Hotel Industry

2019 ◽  
Vol 11 (4) ◽  
pp. 1170 ◽  
Author(s):  
Misbah Hayat Bhatti ◽  
Yanbin Ju ◽  
Umair Akram ◽  
Muhammad Hasnat Bhatti ◽  
Zubair Akram ◽  
...  
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Hotel Industry ◽  
Citizenship Behavior ◽  
Participative Leadership ◽  
Cognitive Trust ◽  
Continuance Commitment ◽  
Mediating Role ◽  
Moderating Role

The present study examines the mediating role of affective and cognitive trust, and the moderating role of continuous commitment on participative leadership and organizational citizenship behavior (OCB) relationships. Four hundred employees were recruited from the hotel industry in Pakistan. The bootstrapping method was used for an estimation of the mediation effect by the process macro. This study employs confirmatory factor analysis and structural equation modeling. Results revealed that affective trust significantly mediates the relationship between participative leadership and OCB. Moreover, continuous commitment significantly plays a moderating role in the relationship between participative leadership and OCB. This study provides unique insight into the OCB in the hotel industry. Affective and cognitive trust as a mediator and moderator of continuance commitment are examined, which is the novel characteristic of this study. Managerial implications, limitations, and future directions are discussed.

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