Change-oriented Organizational Citizenship Behavior Research Articles

Finding an autonomous path to positive change: a self-determination theory view of daily change-oriented organizational citizenship behavior

AbstractThe present study investigates the relationship between employee daily social and temporal comparison and positive change in the form of change-oriented organizational citizenship behavior (OCB-CH). Using insights from self-determination theory, social comparison theory and the two-facet model of authentic and hubristic pride, we tested two distinct process models in this relationship, namely an autonomous and a controlled path. The autonomous path represents the expression of intrinsic growth tendencies relating to prosociality, creativity and healthy emotion regulation. We hypothesized that this expression is instigated by the experience of growth denoted by favorable, downward temporal comparisons and leads to authentic, rather than hubristic, pride. Subsequently, proceeding through the satisfaction of the basic psychological needs, the path eventually leads to OCB-CH. Participants from various occupational sectors (N=68) responded to a daily diary questionnaire (N=340) at the end of each of five working days. Multilevel mediational analyses supported the autonomous path: on days when employees perceived themselves as engaging in more downward temporal comparison, they were more likely to engage in OCB-CH via the experience of authentic pride and satisfaction of the basic psychological needs. These findings expand self-determination theory by revealing why downward temporal comparison information fosters proactive behaviors within organizational contexts in general and the initiation of positive change in the form of OCB-CH in particular.

From Dual Commitment to Job Performance: Do Not Turn a Blind Eye to CO-OCB And Job Complexity

By utilizing social change theory and consistency theory, the commitment of employees to both the parent firm and local operations can effectively boost change-oriented organizational citizenship behavior (CO-OCB) and work outcomes. The study aims to examine the relationship between dual commitment and job performance via CO-OCB, and tests the moderated mediating effect of job complexity. Data was acquired by a questionnaire survey from a total of 304 employees and 22 supervisors employed in beauty enterprises in Taiwan during two different time periods. The results showed that dual commitment affects job performance through CO-OCB. Meanwhile, job complexity moderates the mediating effect of CO-OCB on the relationship between employees’ organizational commitment to local operation and job performance. The contribution to the theory and practice of this research is that dual commitment and CO-OCB can indeed bring great improvement to work efficiency and outcomes for employees in order to maintain customer satisfaction when the parent company has promotional programs to execute. Dual commitment being divided to discuss in this study effectively breaks away from current studies on only single organization and the results provide better advice for the beauty industry to focus on dual commitment, CO-OCB, and job complexity for improving work efficiency and performance. Given the intense competition, it is imperative to incorporate cross-cultural management and longitudinal investigations in future endeavors to conduct more thorough examinations.

Organizational Context and Facilitation Interactions on Delirium Risk in Long-Term Care: A Cross-Sectional Study

ObjectivesOrganizational context (eg, leadership) and facilitation (eg, coaching behaviors) are thought to interact and influence staff best practices in long-term care (LTC), including the management of delirium. Our objective was to assess if organizational context and facilitation—individually, and their interactions—were associated with delirium in LTC. DesignRetrospective cross-sectional analysis of secondary data. Setting and ParticipantsWe included 8755 residents from 281 care units in 86 LTC facilities in 3 Canadian provinces. MethodsDelirium (present/absent) was assessed using the Resident Assessment Instrument-Minimum Data Set 2.0 (RAI-MDS 2.0). The Alberta Context Tool (ACT) measured 10 modifiable features of care unit organizational context. We measured the care unit's total care hours per resident day and the proportion of care hours that care aides contributed (staffing mix). Facilitation included the facility manager's perception of RAI-MDS reports' adequacy and pharmacist availability. We included unit managers' change-oriented organizational citizenship behavior (OCB) and an item reflecting how often care aides recommended policy changes. Associations of organizational context, facilitation, and their interactions with delirium were analyzed using mixed-effects logistic regressions, controlling for covariates. ResultsDelirium symptoms were prevalent in 17.4% of residents (n = 1527). Manager-perceived adequacy of RAI-MDS reports was linked to reduced delirium symptoms (odds ratio [OR] = 0.63). Higher care hours per resident day (OR = 1.2) and an available pharmacist in the facility (OR = 1.5) were associated with increased delirium symptoms. ACT elements showed no direct association with delirium. However, on care units with low social capital scores (context), increased unit managers' OCB decreased delirium symptoms. On care units with high vs low evaluation scores (context), increased staffing mix reduces delirium symptoms more substantially. Conclusions and ImplicationsUnit-level interactions between organizational context and facilitation call for targeted quality improvement interventions based on specific contextual factors, as effectiveness may vary across contexts.

How Does Sense of Power Influence Change-Oriented Organizational Citizenship Behavior? Evidence from China

Although the change-oriented organizational citizenship behavior (OCB) exhibited by civil servants is crucial for public organizations to swiftly adapt to environmental changes, the formation process of this behavior from a power perspective has been largely ignored. Drawing upon the Situated Focus Theory of Power, this study examines whether, how, and when civil servants’ sense of power impacts their change-oriented OCB. Through a combination of two experiments (Study 1 and 2) and a survey (Study 3), we found a positive correlation between civil servants’ sense of power and their change-oriented OCB (Study 1). Furthermore, psychological safety plays a mediating role in the above relationship. A fault-tolerant organizational climate moderates the relationship between a sense of power and psychological safety, as well as the mediating role of psychological safety. Specifically, the impact of a sense of power on change-oriented OCB through psychological safety becomes weakened when the organizational climate’s fault tolerance is high (Study 2 and 3). These findings provide theoretical and practical insights into how to stimulate the change-oriented OCB of civil servants.

변혁적 리더십이 주도적 행동 및 변화지향 조직시민행동에 미치는 영향: 내재적 동기부여, 동일시적 동기부여, 외재적 동기부여 및 무동기부여의 매개효과를 중심으로

Transformational leadership is about suggesting a vision for change, motivating the
 organization members, and considering each organization members. This study examined the
 effects of transformational leadership on four types of motivation, namely intrinsic motivation,
 identification motivation, external motivation, and amotivation, and the effects of these four
 types of motivation on proactive behavior and change-oriented organizational citizenship
 behavior. To verify the research model, we collected data from 278 employees working in
 Korean companies and conducted regression analysis and Bootstrapping. As a result of the
 empirical analysis, it is confirmed that all hypotheses of this study are supported.
 The theoretical implications of this study are that transformational leadership promotes
 employees’ proactive behavior and change-oriented organizational citizenship behavior through
 four types of motivation. Namely, this study reveal the mechanism by which transformational
 leadership affects these employees' behavior. In addition, This study suggests practical
 implications that leaders need to demonstrate transformational leadership in order to derive
 positive actions such as proactive behavior and change-oriented organizational citizenship
 behavior from their employees and Transformative leadership can motivate employees in
 organizational change so that employees can actively participate in organizational change.

How resilient employees can prevent family ostracism from escalating into diminished work engagement and change-oriented organizational citizenship behavior

Drawing from conservation of resources theory and the work–home resources model, this research examines the hitherto overlooked but highly relevant link between employees’ experience of resource-draining family ostracism and change-oriented organizational citizenship behavior, with a specific focus on the mediating role of their work engagement and moderating role of their resilience. Tests of the research hypotheses, using survey data collected among employees who work in the construction retail industry, reveal that a core channel through which social exclusion by family members translates into diminished voluntary change efforts is that employees become less engaged with work. This intermediate role of lower work engagement is less prominent, however, among employees who have a greater ability to bounce back from challenging situations. For human resource (HR) management scholars, this study accordingly helps explain why a sense of being ignored at home may lead employees to become complacent in their change efforts: Employees exhibit less enthusiasm about work. But HR management practitioners can subdue this process to the extent that they enhance and leverage employees’ resilience levels.

Organizational Error Tolerance and Change-Oriented Organizational Citizenship Behavior: Mediating Role of Psychological Empowerment and Moderating Role of Public Service Motivation.

Error management is an important element of organizational management research, and organizational error tolerance has gradually received attention from researchers in recent years. Most previous studies concluded that organizational error tolerance positively affects both the perceived organizational support and job performance of public sector employees, but few have examined the relationship between organizational error tolerance and change-oriented organizational citizenship behavior. This research examines how organizational error tolerance affects change-oriented organizational citizenship behavior using an experimental approach (Study 1, N = 162 and Study 2, N = 228) and a field survey approach (Study 3, N = 377). The results indicate that organizational error tolerance increases psychological empowerment, which in turn increases change-oriented organizational citizenship behavior. Public service motivation plays a moderating role in this process. Specifically, the positive mediating effect of organizational error tolerance on change-oriented organizational citizenship behavior through psychological empowerment was not significant when the level of public service motivation was high, while it was significant when the level of public service motivation was low. This study clarifies the mechanism and boundary conditions of the effect of organizational error tolerance on change-oriented organizational citizenship behavior, provides a more comprehensive and dialectical perspective for research on organizational error tolerance, and extends research on psychological empowerment and change-oriented organizational citizenship behavior.

When does role ambiguity escalate into diminished change-oriented organizational citizenship behavior?

This research investigates how employees’ experience of role ambiguity may dampen their change-oriented organizational citizenship behavior (OCB), a harmful process that might be buffered by employees’ access to relevant resources, stemming from their work (work passion), coworkers (peer harmony), or employing organization (affective commitment). If the hardships induced by unclear job descriptions can be subdued by these complementary, energy-enhancing resources, it becomes less likely that employees respond to resource-draining job conditions by halting extra-role work activities. Survey data collected in a large transportation company offer empirical support for these mitigating effects. As a primary conclusion, this study reveals that organizations that cannot eliminate role ambiguity completely for employees still can guarantee a certain degree of change-oriented OCB, by nurturing various resources that generate positive emotional energy among employees.

Individual-focused transformational leadership and change-oriented organizational citizenship behavior: mediating and moderating mechanisms of job crafting and employee resilience

PurposeDrawing on the transformational leadership theory, this study empirically tests the relationship between individual-focused transformational leadership (IFTL) (i.e. individualized consideration and intellectual stimulation) and change-oriented organizational citizenship behavior (Ch-OCB), proposing the mediating mechanism of job crafting. Also, this study examines the moderating role of employee resilience on the relationship between job crafting and Ch-OCB.Design/methodology/approachA nested data model using a 4-wave time-lagged sample of 210 employees–supervisors dyads from Indian information technology (IT) organizations was tested using hierarchical linear modeling.FindingsThe study results showed a significant association between IFTL and Ch-OCB. Furthermore, job crafting mediated the relationship between IFTL and Ch-OCB. Additionally, the findings indicate that the positive relationship between job crafting and Ch-OCB was found to be stronger when employee resilience levels were higher.Practical implicationsThe study offers significant practical implications to managers, counselors and human resource management (HRM) practitioners for stimulating Ch-OCB. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs to encourage employees to exhibit proactive job-crafting behavior, further augmenting Ch-OCB.Originality/valueThis paper adds to the existing transformational leadership literature by proposing new pathways through which IFTL stimulates job crafting, further leading to enhanced Ch-OCB. Mainly, research studies need to shed more light on leadership characteristics that influence employees' proactive and adaptive work behavior, i.e. job crafting and Ch-OCB. Essentially, this study examined the underlying mechanism through which IFTL relates to employees' Ch-OCB.

Formation of hotel employees’ service innovation performance: Mechanism of thriving at work and change-oriented organizational citizenship behavior

Building upon self-determination theory and social exchange theory, this study proposes a research framework and examines the formation of service innovation performance. Data was collected during the COVID-19 pandemic in 2021. A total of 374 hotel employees from 92 departments were collected in Taiwan. The results revealed that both leader-member exchange (LMX) and coworker support exert positive effects on thriving at work and change-oriented organizational citizenship behavior (OCB). Besides, thriving at work exerted positive effects on change-oriented OCB, and change-oriented OCB exerted positive effects on service innovation performance. Furthermore, thriving at work partially mediated (1) the relationship between LMX and change-oriented OCB, and (2) the relationship between coworker support and change-oriented OCB.

Union influence on change-oriented organizational citizenship behavior: evidence from China

PurposeDespite the considerable research into China's industrial relation system, little attention has been focused on what do Chinese unions at the enterprise level do and how their daily work influences employees' work-related outcomes. Drawing on the theory of planned behavior, this paper aims to examine the impact of Chinese enterprise union practices on employees' change-oriented organizational citizenship behavior through the mediating roles of psychological safety, perceived insider status, and role breadth self-efficacy.Design/methodology/approachData were collected from 450 employees at 45 unionized enterprises in China through a three-wave survey. Multilevel analyses were conducted to test the hypothesized effects.FindingsChinese enterprise union practices positively predicted change-oriented organizational citizenship behavior. Critically, psychological safety and role breadth self-efficacy mediated the positive relationship between Chinese enterprise union practices and change-oriented organizational citizenship behavior.Originality/valueThis study provides new evidence on the effectiveness of Chinese enterprise union practices from a perspective of employees' work-related outcomes. It also enriches the existing literature on antecedents of change-oriented organizational citizenship behavior and provides a “planned” perspective to understand the mechanism that underlies the relationship between Chinese enterprise union practices and change-oriented organizational citizenship behavior.

Analyzing the Role of Workplace Vigilantism on Job Outcomes: A Study of Healthcare Professionals of Peshawar

The overall objective of the study was to develop and test a model to find out the relationship between Workplace Vigilantism, Turnover Intention, Work Mindfulness, and Change Oriented Organizational Citizenship Behavior (OCB). In this connection, the research aim was to focus on health sector nurses of three hospitals of district Peshawar, Khyber Pakhtunkhwa, the population which is equal to 1800. By using the simplified formula for proportions, Taro Yamane and the technique of Uma Sekaran (2012) were utilized to calculate the sample size as well as which is 317. However, 350 questionnaires were distributed due to a possible non-response rate. To avoid any biases, the probability-stratified sampling technique was used. Each hospital was considered as a separate stratum due to the inter-group heterogeneity and from each stratum, respondents were selected subject to their availability. Below is the brief information representing the name of hospitals and the number of nurses’ staff located in the district of Peshawar. The result of all three hypotheses indicated a statistically significant and positive association between workplace vigilantism, Turnover Intention, Work Mindfulness, and Change Oriented Organizational Citizenship Behavior (OCB). The study was limited to health sector nurses with only three hospitals in Peshawar. In the future, research can have a moderating effect on perceived organizational support to strengthen the vigilante to work for the ultimate benefit of the organization.

Core job characteristics and change oriented organization citizenship behavior: what can managers do on a day-to-day basis?

The purpose of this study is to examine the dynamic relationship between daily job characteristics proposed by job characteristics theory (job autonomy, task variety, significance, identity, and feedback) and change oriented organizational citizenship behavior (OCB-CH). A daily diary survey study design was used, in which 61 employees working in different organizations in Greece, completed a structured questionnaire for five consecutive working days (N = 305 occasions). Results from multilevel regression analysis supported the role of daily job autonomy, daily task significance and daily job feedback as within-person positive correlates of OCB-CH. Our model explained 17.72% of the variance in OCB-CH ratings. The study highlights the importance of core job characteristics, for the execution of daily OCB-CH in organizations. However not all job characteristics are suitable for promoting the execution of daily OCB-CH. Managers can enhance their employees’ daily OCB-CH by interventions aiming at increasing daily task variety, and task significance along with the degree of daily job autonomy granted to employees.

Linking ethical leadership to employees' change-oriented organizational citizenship behavior: A multilevel moderated mediation model

The importance of research related to organizational citizenship behavior (OCB) regarding organizational change is increasingly evident. We focused on the significance of leaders' ethical cues and organizational climate that may help employees best cope with organizational change by stimulating their change-oriented OCB. Therefore, we explored the cross-level effect of ethical leadership on employee change-oriented OCB via the mediator of affective commitment to change and the moderator of ethical climate, using social exchange theory and cue consistency theory. Results show that ethical leadership was positively related to change-oriented OCB through affective commitment to change, and that this indirect relationship was amplified by ethical climate. Thus, ethical leadership and ethical climate worked together to motivate employees toward affective commitment and provide support for change. Theoretical and practical implications are discussed.

Challenge stressors from using social media for work and change-oriented organizational citizenship behavior: Effects of public service motivation and job involvement

There is a growing attention to the phenomenon of technostress in the workplace over the last decade. However, research to date has focused predominantly on the dark side of technostress, while empirical studies on the challenge aspect of technostress have been absent. Using data collected from government ministry employees in China, this study utilized a moderated mediation model to examine how two challenge stressors resulting from the use of social media for work purposes, time pressure, and learning demand, were related to change-oriented organizational citizenship behavior (CO-OCB) in the public sector. Results showed that for employees with higher public service motivation (PSM), both time pressure and learning demand were positively related to CO-OCB via the mediating role of job involvement. For low-PSM employees, however, the indirect positive relationship with CO-OCB through job involvement was only significant for learning demand but not for time pressure.

공유리더십, 변화자기효능감, 집단주의와 변화지향 조직시민행동과의 관계

Recently, environment change is more complex, dynamic and ambiguity, the increased use of teams in organizations more and more important for competitive advantage. However, the question naturally arises regarding what forms of leadership are best suited for these structures and will promote the attainment of performance?. At this point, early leadership researchers argued that the importance of leadership being shared among team members.
 Shared leadership as results from the distribution of leadership influence across all of team members and mutual influence embedded in the interactions among team members that can significantly improve team and organizational performance. That is shared leadership occurs when all members of a team are fully engaged in the leadership of the team and are not hesitant to influence and guide their fellow team members in an effort to maximize the potential of the team as a whole.
 This study purpose to investigate relationship between shared leadership, change self-efficacy, collectivistic orientation and change-oriented organizational citizenship behavior (OCB) at team level analysis that show clear the process and context of shared leadership influences. More detalied, examined the effect of shared leadership foster employees’ change-oriented OCB and reflected mediating effect of change self-efficacy, the moderating effect of collectivistic value orientation was regarded as a contextual factor.
 After literature review, we set the direct hypothesis, mediate hypothesis, moderate hypothesis and moderated mediation hypothesis. For test of hypothesis, we conducted survey method and to removed the common method bias problem, questionnaires are collected by multi-source(team leader, team member) and check the aggregation of individual responds to using team level(rwg, ICC(1), ICC(2)). Total 416 team members and 98 teams used for final analysis.
 The results show that shared leadership have positive impacts on change-oriented OCB and change self-efficacy. Change self-efficacy has a positive impact on change-oriented OCB. Also, change self-efficacy mediate between shared leadership and change-oriented OCB. Collectivistic value orientation moderate between shared leadership and change self-efficacy. If high on collectivistic value orientation, the those of relationship are more increased. Finally, moderated mediations are significant that change self-efficacy mediation of effect are more strong under high on collectivistic value orientation, reflected of conditional indirect effect.
 Based on the results, organizations can enhance shared leadership by encouraging team members when teams foster interact team member and all of team members as leaders and to involve in shared, mutual leadership for extra-role behavior such as change-oriented OCB. Also managers should ensure that all of team members has shared direction and purpose, promote and establish norms of participation and input into the team’s activities and strategies, and seek to foster a positive environment where team members encourage one another and actively recognize each others’ contributions.

The Effect of Perceptions of Organizational Politics on Change-oriented Organizational Citizenship Behavior: The Mediating Effect of Psychological Contract Breach

본 연구는 조직정치 지각과 심리적 계약위반, 변화지향 조직시민행동 간의 관계를 규명하고 심리적 계약위반의 매개효과를 검증하는 데 목적이 있다. 본 목적을 달성하기 위해 국방연구개발기관 종사자를 대상으로 설문조사를 실시하여 420명이 응답한 자료를 실증 분석한 결과는 다음과 같다. 첫째, 조직정치 지각은 심리적 계약 위반에 유의한 정(+)의 효과가 있었다. 둘째, 심리적 계약위반은 변화지향 조직시민행동에 유의한 부(-)의 효과가 있었다. 셋째, 조직정치 지각은 변화지향 조직시민행동에 직접적으로 유의한 영향을 미치지 않았다. 넷째, 심리적 계약위반은 조직정치 지각과 변화지향 조직시민행동 간의 관계를 완전 매개하는 것으로 나타났다. 본 연구는 공정한 평가 및 보상체계를 구축하고 투명한 의사결정을 통한 자원배분 등의 노력으로 조직정치 및 심리적 계약위반 인식을 줄이고 변화지향 조직시민행동을 이끌어내는 것이 필요하다는 것을 시사한다.

Narcissistic Enough to Challenge: The Effect of Narcissism on Change-Oriented Organizational Citizenship Behavior.

During the COVID-19 pandemic, organizations need to effectively manage changes, and employees need to proactively adapt to these changes. The present research investigated when and how individual employees’ narcissism was related to their change-oriented organizational citizenship behavior. Specifically, based on a trait activation perspective, this research proposed the hypotheses that individual employees’ narcissism and environmental uncertainty would interactively influence employees’ change-oriented organizational citizenship behavior via felt responsibility for constructive change; furthermore, the effect of narcissism on change-oriented organizational citizenship behavior via felt responsibility for constructive change would be stronger when the environmental uncertainty prompted by the COVID-19 pandemic was high rather than low. Two studies were conducted to test these hypotheses: an online survey of 180 employees in mainland China (Study 1) and a field study of 167 leader–follower dyads at two Chinese companies (Study 2). The current research reveals a bright side of narcissism, which has typically been recognized as a dark personality trait, and enriches the understanding of the antecedents of change-oriented organizational citizenship behavior. This research can also guide organizations that wish to stimulate employee proactivity.

Leader Humor and Followers' Change-Oriented Organizational Citizenship Behavior: The Role of Leader Machiavellianism.

The purpose of this study is to explore the mechanisms by which leader humor affects followers’ change-oriented organizational citizenship behavior. Specifically, we examine the mediation effect of team commitment in the leader humor–change-oriented organizational citizenship behavior link and whether it varied by leader Machiavellianism. Using multi-sourced data from the four battalions of the Republic of Korean Army, our findings show that team commitment mediated the positive relationship between leaders’ affiliative humor and followers’ change-oriented organizational citizenship behavior. Furthermore, the mediated relationship was stronger when leader Machiavellianism was lower. On the other hand, we found no support for the negative relationship between leaders’ aggressive humor and followers’ change-oriented organizational citizenship behavior. Theoretical and practical implications are discussed.

Fostering change-oriented OCBS: an analysis of India’s IT talent

PurposeThis study aims to investigate how workplace resourcefulness (positive psychological climate), as well as personal resources (psychological capital [PsyCap]), influence work engagement to promote change-oriented organizational citizenship behaviors (Ch-OCBs) among Indian information technology (IT) personnel.Design/methodology/approachThe social exchange theory and job demands-resources model are used to provide rationale for proposing a comprehensive mechanism including antecedents, moderators as well as mediators enabling Ch-OCBs among IT personnel. Structured questionnaires were administered targeting IT professionals and their supervisors to test the proposed relationships. The obtained data from 30 supervisors and 240 subordinates were tested using confirmatory factor analysis, SEM and moderated path analysis technique.FindingsPsychological climate, PsyCap and work engagement positively relate to Ch-OCBs; PsyCap moderated the relationship between psychological climate and work engagement. Specifically, the relationship between psychological climate and work engagement has come out stronger for employees with high PsyCap. Work engagement fully mediated the relationship between psychological climate and Ch-OCBs.Practical implicationsThe findings can be critical in promoting voluntary change-focused behaviors among Indian IT personnel, for Indian and foreign (non-Indian) multi-national corporations that are interested in reaping profits by availing change-driven extra-role services of their efficient and the most preferred Indian IT employees of the world.Originality/valueThis study addresses to the call for more research on change-focused promotive part of OCB and advances the literature by providing evidence on the proposed set of associations from fast-pacing Indian economy.