Change‐oriented organizational citizenship behavior: effects of work environment characteristics and intervening psychological processes

Abstract

SummaryOrganizational citizenship behavior (OCB) has attracted major research effort for the last two decades. The vast majority of studies of OCB have been devoted to affiliative forms of such behavior including interpersonal helping, courtesy, and compliance, which are intended to maintain and reinforce the status quo. The present study attends to another form of OCB that challenges the status quo through suggestions for constructive changes in work methods, processes, and policies. This study identifies a set of workplace characteristics that predict change-oriented OCB. Multi-level analyses of large-scale longitudinal data showed that strong vision and innovative climate predicted change-oriented OCB via both individual-and cross-level processes. These contextual influences were mediated by two intervening variables: psychological empowerment and felt responsibility for change. The results suggest that change-oriented OCB is significantly predicted by only organizational characteristics. Grouplevel dynamics may be less important for understanding challenging types of OCB than for affiliative types such as helping or compliance.

Workforce diversity in manufacturing companies and organizational performance: the role of status-relatedness and internal processes

“…The three intervening processes we identified provided reasonable explanations of the diversityperformance link, although the significant direct effects of diversity variables on innovative performance suggested the presence of alternative intervening processes. Consistent with prior research (Choi, 2007b;West & Richer, 2008), the innovative climate of an organization was a meaningful predictor of organizational innovative performance, mediating the positive effects of gender and education diversity. On the other hand, employee satisfaction was a direct predictor of operational performance, mediating the negative effects of education and hierarchical position diversity.…”

“…Innovative climate has been acknowledged as a precursor that offers a safety net for the risk employees take in challenging the conventional mode of operation and exploring new approaches (Choi, 2007b). In organizations with a strong innovative climate, employees are encouraged to be cognitively flexible, search for novel solutions, and express different ideas without fear of being rejected or punished, which in turn lead to greater creativity and innovation (West & Richter, 2008).…”

Değişim Odaklı Liderlik, Örgütsel Özdeşleşme ve Örgütsel Vatandaşlık Davranışı İlişkisi

“…Böylece yeni fikirlere açık olma politikası örgütte önem kazanacak, personelin değişime uyum sağlamasında istekliliğe imkân tanıyacaktır (Seppala, Lipponen, Bardi, Pirttila, Backman, 2012:8). Choi (2007), yaratıcı ortam ve güçlü vizyonun çalışanların değişim için sorumluluğunu ve sosyal güçlendirmesini artırdığını ve bunun da değişim odaklı liderliğin bir sonucu olduğunu vurgulamaktadır. Bunun sonucunda sorumluluk alma, işte yardımlaşma, performansı zenginleştirmeye yönelik davranışlar, değişimin kabullenmesinden dolayı işten ayrılmaların azalması, örgütün başarısını artırmaya yönelik davranışların artacağı söylenebilir (De Dreu ve Nauta, 2009:8).…”

Value Congruence in Perception and Support for Organizational Visions

“…In two studies that looked for behavioral or performance effects of visions, appeals to values were examined along with other elements ascribed to visions. Choi (2007) surveyed employees in various units of a corporation, asking how strongly an organizational value was espoused within the organizational vision (with the value left unspecified-left for respondents to "fill in," so to speak). Choi also administered two additional items assessing strength of vision, not involving values explicitly.…”