This study investigates the link between an innovative organizational climate and organizational citizenship behaviour (OCB). OCB is discretionary individual behaviour that is not directly rewarded and that promotes organizational functioning. The genesis of OCB is Barnard's innovative and spontaneous behaviours instrumental for effective organizational functioning, yet innovation has not been part of the OCB construct development. Using employees of a financial services firm in the Midwest, we examine the relationship between an organizational climate conducive to innovation and OCB using the Climate for Innovation Questionnaire (CIQ) and Van Dyne et al.'s OCB scale, which assesses the dimensions of organizational Obedience, Loyalty and Participation. The CIQ was reduced to three dimensions (context, ideas and risk) via factor analysis. Our results indicate that OCB is not linked to an Innovative Organizational Context. The Participation dimension of citizenship behaviour was positively linked to Innovative Ideas. Loyalty OCB was negatively linked to Risk, and Obedience OCB was negatively linked to Ideas. Results suggest the need to re-examine the OCB construct. Pragmatic implications include examining the organizational characteristics when innovation is desired. Additionally, managers should be cautious with interventions designed to increase OCB, as the available evidence indicates a generally negative OCB–innovative climate relationship.

Testing the Proposed Linkage between Organizational Citizenship Behaviours and an Innovative Organizational Climate

The purpose of this study was to examine the structural relationships among organizational culture, empowerment, and organizational citizenship behavior (OCB) of professional sports organizations in South Korea. In particular, this study emphasized the mediating effect of empowerment on the relationship between organizational culture and OCB. Research participants were 606 employees affiliated with 42 professional sports teams. The validity and reliability of the involved measures were examined through conducting confirmatory factor, Cronbach’s alpha, and correlation analyses. A structural equation modeling analysis with maximum likelihood estimation was conducted to test the relationships among the research variables. The findings revealed that all of the sub-factors of organizational culture (i.e., clan culture, adhocracy culture, and market culture), with the exception of hierarchy culture, were positively influential of perceived empowerment, which was in turn positively influential of OCB. The path coefficients were statistically significant. The findings further revealed that perceived empowerment partially or fully mediated relationships between the sub-factors of organizational culture and OCB. Unlike previous studies, our study focused on studying organizational culture at a specific managerial level, an underdeveloped area of research in sport management. In particular, the findings of this study contribute to sport management practices by uncovering the mediating function of empowerment on the relationship between organizational culture and OCB, indicating the importance of empowering employees when managing professional sports organizations.

https://www.mdpi.com/2071-1050/11/19/5412/pdf

Exploring Relationships among Organizational Culture, Empowerment, and Organizational Citizenship Behavior in the South Korean Professional Sport Industry

Purpose – The purpose of this paper is to investigate the impact of motives for volunteerism and organizational culture on organizational commitment (OC) and organizational citizenship behavior (OCB) in Indian work context. Design/methodology/approach – The data were collected from 248 middle and senior managers of a public sector organization in India. The self and other reported questionnaires were used to collect the data. Findings – Results of hierarchical regression analysis have shown that personal development dimension of volunteerism was found to be the positive predictor of OC and OCB both. However, career enhancement, empathy and community concern dimensions of volunteerism had mixed effects on both the criterion variables. Furthermore, culture had not shown a significant impact on OCB; however, it had a positive influence on affective and continuance commitment. Moreover, demographic variables (age, education and tenure) had strong impact on OC than OCB. Practical implications – OC and OCB are ...

Volunteerism and organisational culture

Employees with high spirit and positive work behaviours are key assets to a corporation. Attracting and retaining such employees builds strong image of an organization. This study focuses on examining the link between IWE and OCBs and the mediation role of employee engagement among the female academic staff of Pakistani universities. A total of 212 respondents participated in this research. The findings suggest that IWE has a positive and significant impact on the citizenship behaviours of employees. The study also investigated the link between IWE and employee engagement and found a positive link between both of these variables. The mediation role of employee engagement between IWE and OCBs was examined and found to be significant. Employee engagement (provided with organisational psychological support and physical resources) acts as a liaison between IWE and OCBs.

Impact of Islamic Work Ethics on Organisational Citizenship Behaviours among Female Academic Staff: the Mediating Role of Employee Engagement

Purpose – The paper aims to fill a substantive gap in the trust literature by analyzing the mediating role of trust across different national groups. It presents a theoretical advantage, from the human resource management perspective, is that the research model was examined within the context of a global pharmaceutical firm characterized by a multicultural workforce. This allowed for controlling organizational culture.Design/methodology/approach – The research hypotheses were tested using data regarding only core team employees. Survey data obtained from employees of a pharmaceutical company in Israel, the UK, and Hungary. After the teams in each of the organization's three sites were mapped out, 205 employees working on 62 teams responded to the questionnaire resulting in a good quality of 61 percent response rate.Findings – The results of zero‐order co‐relational and confirmatory factor analysis revealed the two trust foci to be interrelated, but distinct, constructs. This finding suggests that employee...

The role of trust in core team employees: a three‐nation study

The present paper examines the impact of components of Organizational Culture (OC) as antecedents of Organizational Citizenship Behaviour (OCB) as a whole as well as its individual dimensions. The study is based on a sample of 400 employees drawn from two manufacturing units. The findings indicate that there exists a causal relationship between components ofOC and OCB along with its dimensions.

Organizational culture and organizational citizenship behaviour

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Organizational culture and organizational citizenship behaviour