Change‐oriented organizational citizenship behaviour: An interactive product of openness to change values, work unit identification, and sense of power

Abstract

Due to the increased frequency of organizational changes, predicting employees' voluntary involvement in the development of organizational practices and individual work is of particular importance in organizational psychology. This study focused upon changeoriented organizational citizenship behaviour (OCB) as an expression of openness to change values, and also upon psychological factors that can moderate the valuebehaviour relationship. We propose that personal values, group identification, and a sense of power interact in predicting change-oriented OCB of employees. One hundred and eighty-four employees rated their values, their identification with the work unit and their sense of power. In line with our predictions, the results showed that openness to change values and work unit identification interacted positively in predicting supervisorrated change-oriented OCB in workers with a high sense of power, but not in workers with a low sense of power. This finding suggests that workers who have a high sense of power and are highly identified with the work unit tend to pursue their openness to change values in a way that contributes to the organization. The authors further conclude that an interactive approach, rather than one of direct effect, is advantageous when studying values as antecedents to change-oriented OCB.Organizations today operate in dynamic and changing environments. As the environment changes around organizations, current practices may lose their efficiency. In order to respond to these challenges, organizations often need to change their work methods, policies, and procedures. Employees' own initiatives and ideas can significantly contribute to these processes because they often know best the current practices and

Participative Leadership and Change-Oriented Organizational Citizenship: The Mediating Effect of Intrinsic Motivation

“…This concept is related with employees' declaration, suggestion and application of thoughts (Seppala, Lipponen, Bardi & Pirttila-Backman, 2012). Some research has been conducted on change-oriented organizational citizenship behavior within business organizations (Choi, 2007;Bettencourt, 2004;Seppala et al, 2012). Conducting similar studies within educational organizations can contribute to the effectiveness of schools.…”

“…Choi (2007) defined change-oriented OCB as "constructive efforts by individuals to identify and implement changes with respect to work methods, policies, and procedures to improve the situation and performance" (p. 469). This concept is related with employees' declaration, suggestion and application of thoughts (Seppala, Lipponen, Bardi & Pirttila-Backman, 2012). Some research has been conducted on change-oriented organizational citizenship behavior within business organizations (Choi, 2007;Bettencourt, 2004;Seppala et al, 2012).…”

Effect of Perceived Organizational Virtuousness on Challenge-Oriented Organizational Citizenship Behavior: A Dual Mediation Model

“…From another perspective, the changes in the corporate competitive environment have led to a greater proportion of role-based behaviors in the work of employees, and how to promote employee challenge-oriented organizational citizenship under brand-new working conditions (challenge-oriented organizational citizenship behavior, COCB) has also become the focus of the organization's human resource management. Challenging organizational citizenship behavior mainly refers to the creative idea expression and transformational effort that employees spontaneously generate to improve the operational efficiency of the organization [3]. In essence, it is clearly a category of positive behavior, which is closely related to the positivity of the internal and external organization of the individual [4].…”

Social Collaboration Style Preferences and Cognitive Receptivity to Technological Change and Innovation in Open and Distance e-Learning

“…Research has underlined the importance of studying dispositional and other person-related antecedents to individuals' cognitive receptivity to change and the adoption of new technologies in organisational context [4,6,7]. This is partly because of social psychology literature indicating atitudes, motivations and beliefs as signiicant predictors of behaviour [4].…”