What makes articles cited highly? An analysis of Top 100 Highly Cited Articles on Organizational Citizenship Behavior

2021 ◽  
pp. 90-104
Keyword(s):  
Organizational Performance ◽  
Empirical Research ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Research Articles ◽  
Citizenship Behavior ◽  
Work Related ◽  
Scopus Database ◽  
Highly Cited Articles ◽  
Highly Cited

Organizational citizenship behavior (OCB) is amongst the main contributors to organizational performance and a significant outcome of various work-related behaviors. This study aims to evaluate the top 100 highly cited articles published on OCB in the Scopus database to assess the reasons why these articles are highly cited. A total of 3,096 articles on OCB, published from 1983-2018, were retrieved from the database, in which 100 highly cited articles were selected for further analysis. The findings revealed that a 40% contribution in the fieldof OCB researchis due to these articles, and this contribution is expected to increase rapidly. Additionally, meta-analytical articlesare frequently cited, followed by the review articlesand then empirical research articles. Among various reasons, the highly cited articlesare either pioneering studies in the field, proposing a new concept, orscale development studies. This study proposes important implications for practitioners and researchers.

scholarly journals Correlation among Human Resource Flexibility Strategy, Organizational Citizenship Behavior and Organizational Performance in Ecotourism Industry

2021 ◽  
Author(s):  
Ling-Chuan Huang ◽  
Ping-Fu Hsu
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
The Sustainable Development ◽  
Personnel Costs ◽  
Work Related ◽  
Resource Flexibility ◽  
Human Resource Flexibility

To satisfy the demands for production peak, reduce personnel costs for labor, limit the increase of employees in enterprises, and focus on corporate specialty to develop the competitive advantage, enterprises would generally apply human resource flexibility strategy to achieve the objectives. The practice of human resource flexibility strategy would change work-related characteristics; besides, the effect of the system on employees would decide the effort, absenteeism, or turnover. Aiming at supervisors and employees in ecotourism, as the research objects, a total of 500 copies of questionnaire are distributed, and 351 valid copies are retrieved, with the retrieval rate of 70%. The research results reveal positive and significant effects of 1. human resource flexibility strategy on organizational citizenship behavior, 2. organizational citizenship behavior on organizational performance, and 3. human resource flexibility strategy on organizational performance. According to the results, suggestions are eventually proposed, expecting to provide essential assistance for the human resource flexibility strategy in ecotourism and assist in the sustainable development.

Exploring Emotional Intelligence at Work

2017 ◽  
pp. 346-363
Author(s):  
Irem Metin Orta ◽  
Selin Metin Camgoz
Keyword(s):  
Emotional Intelligence ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Performance ◽  
Well Being ◽  
Citizenship Behavior ◽  
Future Research ◽  
Organizational Settings ◽  
Work Related

Emotional intelligence is defined as the ability to perceive, understand, regulate, and use emotions. Organizational settings are now considered important arenas for the manifestation of human emotions. In order to establish long-term success, today's organizations continually emphasize the search for emotionally intelligent employees. This chapter provides a detailed overview of the current literature on emotional intelligence with respect to work-related attitudes, behaviors, and outcomes. In particular, it provides empirical evidence for the associations of emotional intelligence with job satisfaction, work performance, organizational commitment, organizational citizenship behavior, effective leadership, and well-being. This chapter also provides practical implications and suggestions for future research by addressing plausible moderators and mediators, which are related to emotional intelligence.

scholarly journals Organizational Citizenship Behaviour In Military Organization

2015 ◽  
Vol 21 (1) ◽  
pp. 272-276
Author(s):  
Raluca Rusu ◽  
Alexandru Baboş
Keyword(s):  
Organizational Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Military Organization ◽  
Military Organizations ◽  
Theoretical Literature ◽  
Type Of Behavior

Abstract This paper is intended to be, first of all a review of theoretical literature on Organizational Citizenship Behavior (OCB) and for that, we tried to define the concept and to separate it from other similar concepts, and to analyze the dimensions of this type of behavior. Secondly, we identified the dimensions of Organizational Citizenship Behavior in military organizations, in order to see how OCB could influence the organizational performance.

Do psychological contract and organizational citizenship behavior affect organizational performance in non-profit organizations?

2014 ◽  
Vol 8 (3) ◽  
pp. 397-417 ◽  
Author(s):  
Tracy Tsui-Hsu Tsai ◽  
Arthur Jing Lin
Keyword(s):  
Organizational Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Contract ◽  
Citizenship Behavior ◽  
Full Time ◽  
Content Type ◽  
Non Profit ◽  
Non Profit Organizations ◽  
The Relationship

Purpose – The purpose of this paper is to survey volunteers and full-time employees in international non-profit organizations (NPOs) and explore the relationships among psychological contract (PC), organizational citizenship behavior (OCB) and organizational performance (OP). Design/methodology/approach – Using 573 usable responses, a linear structural equation model (SEM) was developed to examine the relationships. Findings – The results demonstrate significant positive relationships between PC and OCB, OCB and OP and PC and OP. They also show the mediating effect of OCB on the relationship between PC and OP. Research limitations/implications – Beside mediation effect, OCB and other variables might exert significant moderation effect on the relationship between PC and OP. Companies could conduct longitudinal studies to examine the changes of PC and OCB impacts on OP. Practical implications – Companies pursuing Chinese market should cooperate with NPOs in multiple ways including marketing for philanthropic purposes, supporting volunteer services and sponsoring the NPO. This way the company’s image will improve and its business will expand among its Chinese clientele. Originality/value – Budget concerns often force NPOs to downsize full-time staff, making considerable portion of their operations rely on a large number of volunteers. This study offers practical guidelines for NPOs to effectively entice and support both volunteers and employees for achieving its organizational goals.

scholarly journals EFFECT OF HUMAN RELATIONS AND INTEGRITY ON ORGANIZATIONAL PERFORMANCE THROUGH ORGANIZATIONAL CITIZENSHIP BEHAVIOR IN PT. HANA NUANSA PRATAMA

2019 ◽  
Author(s):  
Esthi Budiyanti ◽  
Abdul Rivai ◽  
Djoko Setyo Widodo
Keyword(s):  
Data Analysis ◽  
Path Analysis ◽  
Organizational Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Human Relations ◽  
Organization Analysis

This study aimed to determine the effect of human relations and the integrity of the organization's performance simultaneously, determine the effect of human relations to organizational performance partially, determine the effect of the integrity of the performance of an organization partially, determine the effect organizational citizenship behavior to organizational performance partially, determine the effect of human relations to organizational performance through organizational citizenship behavior and determine the effect of integrity to organizational performance through organizational citizenship behavior. The study was conducted in PT Hana Nuansa Pratama. Sampling using saturated samples involving 70 employees in all parts of the organization. Analysis of data using path analysis. Based on data analysis known that the human relations and integrity variables affect the performance of the organization simultaneously. Human relations variables affect the performance of an organization partially. Integrity variables affect the performance of an organization partially. Organizational citizenship behavior variables affect the performance of an organization partially. Organizational citizenship behavior can provide an increased impact on human relations and the integrity of the performance of the organization.

scholarly journals The Influence of Strategic Leadership and Organizational Learning on Organizational Performance with Organizational Citizenship Behavior as an Intervening Variable

2018 ◽  
Vol 6 (04) ◽  
Author(s):  
Fernando Dias Gusmão ◽  
Budiman Christiananta ◽  
Lena Ellitan
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Partial Least Square ◽  
Least Square ◽  
Citizenship Behavior ◽  
Strategic Leadership ◽  
Director General ◽  
Timor Leste

This study aimed to analyze the influence of Strategic Leadership and Organizational Learning, on Organizational Performance with Organizational Citizenship Behavior as an intervening variable in the Ministry of Government of Timor-Leste. Research will be conducted on the Director-General of all Government Ministries as many as 18 Ministries and using 40 people as respondents. Data analysis using Partial Least Square (PLS). The results of the study showed with the approach of Partial Least Square (PLS) that the model of Organizational Performance is fit based on the criteria of R2, Q2. Strategic Leadership, Organizational Learning, Organizational Citizenship Behavior and Organizational Performance is valid and reliable. Strategic Leadership, Organizational Learning, affect Organizational Citizenship Behavior. Strategic Leadership, Organizational Learning affects Organizational Performance. Organizational Citizenship Behavior affects Organizational Performance. Strategic Leadership with indicator the ability to cohesion and sense of belonging and visionary provides the dominant influence on Organizational Performance. Next, Organizational Citizenship Behavior with indicator Conscientiousness effect is not directly on the largest Organizational Learning to Organizational Performance.

Disappointed but still dedicated: when and why career dissatisfied employees might still go beyond the call of duty

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq ◽  
Imanol Belausteguigoitia
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Behavior ◽  
Organizational Level ◽  
Citizenship Behavior ◽  
Retail Sector ◽  
Goal Congruence ◽  
Content Type ◽  
Informational Justice ◽  
Work Related

PurposeThe purpose of this research is to examine how employees' experience of career dissatisfaction might curtail their organizational citizenship behavior, as well as how this detrimental effect might be mitigated by employees' access to valuable peer-, supervisor- and organizational-level resources. The frustrations stemming from a dissatisfactory career might be better contained in the presence of these resources, such that employees are less likely to respond to this resource-depleting work circumstance by staying away from extra-role activities.Design/methodology/approachThe research hypotheses were tested with survey data collected from employees who work in the retail sector.FindingsCareer dissatisfaction relates negatively to organizational citizenship behaviors, and this relationship is weaker at higher levels of peer goal congruence, supervisor communication efficiency and organization-level informational justice.Practical implicationsFor organizations that cannot completely eradicate their employees' career-related disappointment, this study shows that they can still maintain a certain level of work-related voluntarism, to the extent that they develop and hone valuable resources internally.Originality/valueThis study adds to extant research by detailing the contingent effects of a hitherto understudied determinant of employees' extra-role work behavior, namely, perceptions of limited career progress.

Test of the Construct and Criteria Validity of a German Measure of Organizational Justice

2008 ◽  
Vol 24 (2) ◽  
pp. 131-139 ◽  
Author(s):  
Bernhard Streicher ◽  
Eva Jonas ◽  
Günter W. Maier ◽  
Dieter Frey ◽  
Ralph Woschée ◽  
...  
Keyword(s):  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Research ◽  
Citizenship Behavior ◽  
Future Research ◽  
Work Related ◽  
Dimensional Measure ◽  
Employee Behaviors ◽  
Supervisor Behavior

Organizational justice is a well-known and increasingly often measured construct in work-related psychological research, for which, however, different kinds of measures are used. Colquitt (2001 ) developed a four-dimensional measure of organizational justice to allow for the comparison of different studies. Two studies provide evidence for the construct (Study 1) and criteria validity (Study 2) of the German version of the Colquitt measure with regard to perceived supervisor behavior as well as employees’ attitudes and intentions. In Study 1, the measure demonstrated construct validity using a German sample of employees (N = 227) from different companies: Each dimension correlated differently with work-related dimension of supervisor behavior. To demonstrate criteria validity in Study 2 (N = 315 employees), the justice measure predicted different, theoretically linked work-related employee behaviors or attitudes (i.e., intentions to leave, job satisfaction, job stress, individual organizational citizenship behavior). Results are discussed with regard to theoretical and practical implications, intercultural differences, and future research.

The Fundamentals of Organizational Citizenship Behavior

2018 ◽  
pp. 1120-1142
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Organizational Factors ◽  
Citizenship Behavior ◽  
Sustainable Competitive Advantage ◽  
Organizational Silence ◽  
Increase Productivity

This chapter reveals the overview of Organizational Citizenship Behavior (OCB); OCB and organizational factors; OCB and Counterproductive Work Behavior (CWB); OCB and organizational identification; OCB and leadership perspectives; OCB, social exchange, and organizational silence; and OCB, abusive supervision, and work engagement. OCB encompasses the positive and constructive task that employees do, of their own volition, which supports co-workers and benefits the company. When the employees feel like the citizens of the organization, they feel that their co-workers are their fellow citizens toward enhancing the helping behaviors. Organization will benefit from encouraging employees to engage in OCB, because it can increase productivity, efficiency and job satisfaction, and reduce costs and rates of employee turnover and absenteeism in the organization. The chapter argues that promoting OCB has the potential to increase organizational performance and gain sustainable competitive advantage in the modern workforce.

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