Abstract
This article tests an integrative conceptual model of organizational citizenship behaviors (OCB) that combines two dominant distinctions in types of OCB (individual versus organizational target and promotive versus protective orientation). Challenging past research that has viewed OCB as unidimensional, we propose conceptually meaningful differences in the ways that employees perceive roles and rewards in relation to different dimensions of OCB. Results from four non-overlapping samples representing over 1550 employees support systematic similarities and differences between four specific types of OCB: helping, taking charge, compliance, and sportsmanship. We discuss theoretical and practical implications, emphasizing the value of future research that focuses on specific types of OCB.
Published Version
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