Organizational Citizenship Behaviour and the Mediating Role of Organizational Commitment: A Study of Private Universities

Abstract

This study aims to perpetuate the investigation of organizational commitment and its mediating role as it is one of the most crucial components in understanding organizational behaviour. A total of 324 samples were collected from the academics of 20 private universities in Malaysia. Partial Least Squares Structural Equation Modelling (PLS-SEM) using SmartPLS3.0 was used to perform the latent variable analysis. The results indicate transformational leadership, organizational culture, and organizational justice are the significant predictors of organizational commitment, and organizational commitment, in turn, is found to be a strong predictor of organizational citizenship behaviour. Moreover, the results of mediating analysis highlight that organizational commitment significantly mediates the hypothesized relationship. The implications of the findings are discussed and recommendations for future research are proposed.

Does workplace digitalization matter in linking transformational leadership and innovative culture to employee engagement?

“…Myilswamy and Gayatri, 2014;Rashmi, 2015) that innovative culture positively influences EE. The significant relationship supports the notion that innovative culture, which encourages flexibility towards risks and uncertainties, freedom, trust and open communication (Viltard and Acebo, 2020), provokes employee empowerment, thereby creating the perception of trust and fairness in treatment and communication (Khan et al, 2018). Therefore, employees tend to engage in return for the benefits they receive.…”

“…In line with some scholars' (e.g. Mayuran and Kailasapathy, 2022) recommendations for more examinations of EE distal antecedents, such as leadership, culture or climate (Hawkes et al, 2017), this study proposes transformational leadership and innovative culture as two organizational factors driving EE (Khan et al, 2018;Nguyen, 2020). We argue that an innovative culture that promotes employees' creativity and explorations in uncharted waters needs the alignment of supportive leadership, which is transformational oriented, to influence employees' behavioral outcomes, such as engagement.…”

“…Innovative culture advocates flexibility to risks, uncertainties, new opportunities, freedom, trust, communication (Viltard and Acebo, 2020) and inspires risky behavior (Mohelska and Sokolova, 2018;Nafchi and Mohelsk a, 2020). By promoting employee empowerment, innovative culture could create a perception of trust and fairness in treatment and communication (Khan et al, 2018). Premise on the SET, we position that when employees view innovative culture as beneficial and equitable, an organization-employee exchange relationship may be triggered, and thus, employees repay the supportive work condition, often in the form of EE (Saks, 2006).…”

“…To our knowledge, with few exceptions (e.g. Khan et al , 2018), studies have not concurrently considered the influence of transformational leadership and innovative culture on EE. Our findings could benefit organizational leaders in collectivist societies, such as Malaysia, in leveraging the leadership-innovation variables in introducing structures and programs to enhance EE, which is generally prevalent and influential in Western countries (Khan et al , 2018).…”

Testing the Prediction of Knowledge Sharing Behavior through the Lens of Organizational Culture and Organizational Citizenship Behavior

“…Eskiler et al (2016) further added that this makes organizational culture give birth to innovative work behavior that enables the leaders to be motivated to have competitive advantage. Additionally, Khan, Memon, and Ramayah (2018) have resembled organizational culture like glue, which combines or attaches employees and the organization system to generate positive and innovative work behavior.…”