Abstract
Efforts to identify the individual attributes that predict organizational citizenship have focused largely on dispositional factors. This focus reflects an unstated assumption that anyone can engage in successful citizenship, but only some choose to do so. The authors contend that, although this may be true of some dimensions of citizenship, it is not true of others. Based on a review of research from industrial and organizational psychology, management, education, clinical psychology, conflict resolution, and other literatures, the authors offer a set of 15 propositions linking knowledge and skill variables to the 4 personal support dimensions of citizenship performance.
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