Perceived External Reputation as a Driver of Organizational Citizenship Behavior: Replication and Extension

Schaarschmidt, Mario; Walsh, Gianfranco; Ivens, Stefan

doi:10.1057/crr.2015.19

Cited by 24 publications

(17 citation statements)

References 92 publications

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“…Indeed, the findings indicated that perceived external prestige and pride in organization mediates the relation between employees' CSR perception and OCB, respectively. These findings are partially consistent with the findings of previous literature (Carmeli, 2005; Meynhardt et al, 2020; Schaarschmidt et al, 2015; Tuna et al, 2016). The research findings also supported serially mediating role of perceived external prestige and pride in organization in relation between employees' CSR perception and OCB, which shows partially consistency with prior literature (De Roeck et al, 2016; Helm, 2013).…”

Section: Discussionsupporting

confidence: 93%

“…Having a good external prestige perception as a result of social and environmentally responsibility practices is likely to make employees to demonstate discretionary behaviour that promotes the effective functioning of the organization. Supporting that argument, previous studies indicated that employees' external prestige perception is one of the key factors that shapes their work and organizational attitudes and behaviors (Carmeli, 2005; Meynhardt, Brieger, & Hermann, 2020; Schaarschmidt, Walsh, & Ivens, 2015; Tuna, Ghazzawi, Yesiltas, Tuna, & Arslan, 2016). Specifically, Carmeli (2005) found a significant relationship between perceived external prestige and altruistic behavior.…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 86%

“…Specifically, Carmeli (2005) found a significant relationship between perceived external prestige and altruistic behavior. Schaarschmidt et al (2015) indicated that employees' perceived external reputation contributes OCB both directly and indirectly through job satisfaction. Tuna et al (2016) in a study on 401 hotel employees in Turkey found that PEP has a positive effect on job satisfaction and negative impact on deviant workplace behavior.…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

See 2 more Smart Citations

Hotel employees' corporate social responsibility perception and organizational citizenship behavior: Perceived external prestige and pride in organization as serial mediators

Boğan

Dedeoğlu

2020

Corp Soc Responsibility Env

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Researchers' interest to examine key stakeholders' responses to hospitality companies' social responsibility practices is increasing. Current study is a micro‐level CSR research that aims to examine how hotel employees' perceptions of corporate social responsibility (CSR) affect their organizational citizenship behavior (OCB) and its mediated link through perceived external prestige and pride in organization. This article sample consisted of 419 employees from seven different hotels in Turkey. Structural equation modeling is employed to test research hypotheses. The findings suggest that hotel employees' CSR perception does not have direct positive effect on OCB. Perceived external prestige and pride in organization mediated the relation between CSR perception and OCB, respectively. Finally, the relationship between employees' CSR perception and OCB is sequentially and fully mediated by perceived external prestige and pride in organization. The findings are discussed and theoretical and practical implications are provided.

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Section: Discussionsupporting

confidence: 93%

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 86%

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Hotel employees' corporate social responsibility perception and organizational citizenship behavior: Perceived external prestige and pride in organization as serial mediators

Boğan

Dedeoğlu

2020

Corp Soc Responsibility Env

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“…In addition; an appropriate management of the institutional reputation can create some benefits for organizations such as some increases in firm's growth and accumulation of customers' order [8], easy entrances into international markets [9], increased investor satisfaction and affective loyalty [10], stronger customer loyalty [11], attraction of more competent new employees [12], increased organizational citizenship behavior [13], decreased level of uncertainty during the restructuring processes of organizations [14] and more effective crisis management [15]- [16]. In a similar vein, the reputation can provide some positive results for HEIs as well [17].…”

Section: A Institutional Reputationmentioning

confidence: 99%

A Research on the Relationships among Faculty’s Reputation, Image and Students’ Intentions of Future Collaborations: Findings from the Turkey

Eryılmaz¹

2017

IJLT

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University-Industry collaborations can create various benefits for the all sides of them. However, there is often a weak link of collaboration in many countries between Higher Education Institutions (HEIs) and industrial organizations. Therefore, to strengthen the relationship and to create benefits for stakeholders of it, an investigation of the determinants of the collaboration between universities and industrial organizations is important. Many previous studies found that HEIs' positive reputation and image increase the loyalties of students to their institutions. Thus, the main aim of the study was to investigate the relationship between reputation and image of an HEI and intentions of its students on future collaborations. For this aim, the data was collected from 1368 senior students of a faculty in a public university. The results of the research indicated that a combination of HEI's reputation and image affect students' intentions to collaborate with their universities in future. 

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“…SDT has been used to study the relationship between motivation and technology acceptance (Lee et al, 2015) and self-determination has been found to moderate the relationship between MANAGING THE COMMUNICATIVE ORGANIZATION 9 employees' perceived external reputation and organizational citizenship behavior (Schaarschmidt et al, 2015).…”

Section: Management Of the Communicative Organization (Mco)mentioning

confidence: 99%

Managing the communicative organization: a qualitative analysis of knowledge-intensive companies

Pekkala

2020

CCIJ

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PurposeThe purpose of this paper is to explore how employees' work-related communication is managed in knowledge-intensive organizations.Design/methodology/approachThe study was conducted by applying an exploratory, qualitative approach. The data were collected from six knowledge-intensive organizations operating in the professional service sector in Finland, and the data set used included altogether 23 interviews.FindingsThe interviews confirmed that employees' work-related communication on social media is regarded as an increasingly important area, and that it has required companies to establish new managerial processes that are aimed to affect employees’ communication behaviors (ECB) either as enablers or motivators. How companies apply these processes depends on contextual factors, and three different managerial approaches were identified, namely, individual-, corporate- and business-oriented approaches.Research limitations/implicationsBased on the findings, this article proposes a new field for the communication management literature, management of the communicative organization (MCO), which builds on behavior management knowledge and focuses on managing employee communicators in multivocal organizational communication systems (MOCSs) that are dependent on employee-generated content.Originality/valueThe study advances the field of communication management and ECB by empirically proving that organizations manage their employees' work-related communication and the management processes and practices identified derive from behavioral management tradition. The proposed MCO framework introduces a novel area for academic discussion on how communication management affects ECB and attitudes, such as motivation.

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Perceived External Reputation as a Driver of Organizational Citizenship Behavior: Replication and Extension

Cited by 24 publications

References 92 publications

Hotel employees' corporate social responsibility perception and organizational citizenship behavior: Perceived external prestige and pride in organization as serial mediators

Hotel employees' corporate social responsibility perception and organizational citizenship behavior: Perceived external prestige and pride in organization as serial mediators

A Research on the Relationships among Faculty’s Reputation, Image and Students’ Intentions of Future Collaborations: Findings from the Turkey

Managing the communicative organization: a qualitative analysis of knowledge-intensive companies

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