Organizational citizenship behavior

Podsakoff, P. M., Mackenzie, S. B., Moorman, R. H., and Fetter, R. (1990), Transformational Leader Behaviors and Their Effects on Eollowers Trust in Leader, Satisfaction, and Organizational Citizenship Behaviors, Leadership Quarterly, Vol. 1, pp. 107-142. 

Clearly, organizations can benefit from a workforce that engages in organizational citizenship behaviors, part of which is helping. One might even characterize a workforce where organizational citizenship behaviors are the norm as having a... 

Bell, S. J., Menguc, B. (2002). The employee-organization relationship, organizational citizenship behaviors and superior service quality. Journal of Retailing, 78, 131-146. 

Carpenter, N. C., Berry, C. M., Houston, L. (2014). A meta-analytic comparison of self-reported and other-reported organizational citizenship behavior. Journal of Organizational Behavior, 35, 547-574. 

Chiaburu, D. S., Oh, I., Berry, C. M., Li, N., Gardner, R. G. (2011). The five-factor model of personality traits and organizational citizenship behaviors A meta-analysis. Journal of Applied Psychology, 96(6), 1140-1166. 

Gyekye, S. A., Salminen, S. (2005). Are good soldiers safety conscious An examination of the relationship between organizational citizenship behaviors and perceptions of workplace safety. Social Behavior and Personality, 33, 805-820. 

Jiao, C., Richards, D. A., Hackett, R. D. (2013). Organizational citizenship behavior and role breath A meta-analytic and cross-cultural analysis. Human Resource Management, 52(5), 697-714. 

Nielsen, T. M., Hrivnak, G. A., Shaw, M. (2009). Organizational citizenship behavior and performance A meta-analysis of group-level research. Small Group Research, 40, 555-577. 

Organ, D. W. (1988). Organizational citizenship behavior The good soldier syndrome. Lexington, MA Lexington. 

Organ, D. W., Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 775-802. 

Next to these behaviors, which clearly relate to the boundary role of embedded lead users, I will Investigate the influence of lead userness on organizational citizenship behavior [OCB], Organizational citizenship behavior is related to an employee s tendency to reciprocate to the organization beyond what is explicitly captured by formal incentive systems. As the firm environment is expected to be veiy accommodating for embedded lead users, they are likely to be good citizens of the Arm. 

Organizational Citizenship behavior was measured using a uni-dimensional scale developed by Poropat and Jones (2009). There exist many different conceptualizations of organizational citizenship behavior, which include different amounts of sub-dimensions (e.g. Organ 1997 Williams and Anderson 1991). Yet, recent evidence emphasizes that the underlying structure of organizational citizenship behavior may be... 

Table 33 and Table 42 exhibit the results from the regression of lead userness on organizational citizenship behavior. Neither the baseline model (F=0,428 p=0,734), nor the model induding lead userness is significant (F=0,0575 p=0,681). The hypothesis, that lead userness of employees has a positive influence on their organizational citizenship behavior (Hypothesis 7) cannot he supported. 

With respect to organizational citizenship behavior and external representation behavior, role conflict and associated job stress may become more salient in embedded lead users. E.g. internal and external expectations may be conflicting in external representation behavior. Representing and praising the firm towards peer users, when embedded lead users know, that competitor product hold more use value, will lead to role conflict For these behaviors, growing lead userness may be associated with growing role conflict Thus, the effect of lead userness on these behaviors may be folly mediated and evened out by role conflict Further research is needed on these two countervailing forces and their impact on embedded lead user s behavior. 

Embedded lead users are passionate about the product domain, but not necessarily about the employing firm s products or the firm itself. They are highly motivated to engage in behaviors connected to users and products (potentially in rather specific niches] if and as they and their peers stand to benefit Their organizational commitment and loyalty may be less pronounced, depending on various factors. The data offers preliminary support of this being the case in my research context External representation and organizational citizenship behavior of the firm does not increase with embedded lead userness. 

Donavan, D. T., Brown, T. J., and Mowen, J. C. (2004], "Internal benefits of service-worker customer orientation Job satisfoction, commitment and organizational citizenship behaviors," Journal of Marketing, 68 (1], 128-46. 

Eatough, E. M Chang, C. H., Miloslavic, S. A., and Johnson, R. E. (2011), "Relationships of role stressors with organizational citizenship behavior A meta-analysis," Journal of Applied Psychology, 96 (3), 619-32. 

LePine, J. A., Erez, A., and Johnson, D. E. (2002), The nature and dimensionality of organizational citizenship behavior A critical review and meta-analysis," Journal of Applied P chology, 87 (1), 52-65. 

Moorman, R H., Niehoff, B. P., and Organ, D. W. (1993), "Treating employees fairly and organizational citizenship behavior Sorting the effects of job satisfaction, organizational commitment and procedural justice," Employee Responsibilities and Rights Journal, 6 (3), 209-25. 

Netemeyer, R G., Boles, J. S., McKee, D. O., and McMurrian, R (1997), "An investigation into the antecedents of organizational citizenship behaviors in a personal selling context" Journal of Marketing, 61 (3), 85-98. 

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