Exploring the dark side of organizational citizenship behavior

In recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB) in particular. This work identifies organizational citizenship behavior (OCB) as a prototypical POB. Conceptualizing OCBs in this way is sensible in...

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Veröffentlicht in:	Journal of organizational behavior Jg. 34; H. 4; S. 542 - 559
Hauptverfasser:	Bolino, Mark C., Klotz, Anthony C., Turnley, William H., Harvey, Jaron
Format:	Journal Article
Sprache:	Englisch
Veröffentlicht:	Chichester Blackwell Publishing Ltd 01.05.2013 John Wiley & Sons Wiley Periodicals Inc
Schlagworte:	Attitudes Citizenship Employee motivation Employees Industrial and organizational psychology Job performance Job satisfaction Motivation Organizational behavior Organizational behaviour organizational citizenship behavior Organizational citizenship behaviour Organizational effectiveness Point/Counterpoint positive organizational behavior Psychology Soldiers Studies too-much-of-a-good-thing effect
ISSN:	0894-3796, 1099-1379
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Abstract	In recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB) in particular. This work identifies organizational citizenship behavior (OCB) as a prototypical POB. Conceptualizing OCBs in this way is sensible in light of more than 30 years of research highlighting the desirable aspects of such behavior. At the same time, some researchers have raised questions about positive organizational scholarship and have called for a more balanced view of ostensibly positive behaviors. The purpose of this paper, then, is to take a more nuanced view of OCBs while highlighting the dark side of citizenship behavior. In doing so, we review conceptual and empirical work that has challenged the idea that OCBs are inherently positive. We also discuss research that seeks to develop a deeper understanding of the conditions under which OCB does more harm than good. Finally, important areas for future research and the practical realities facing scholars who seek to publish research investigating the dark side of citizenship are addressed as well.
AbstractList	In recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB) in particular. This work identifies organizational citizenship behavior (OCB) as a prototypical POB. Conceptualizing OCBs in this way is sensible in light of more than 30 years of research highlighting the desirable aspects of such behavior. At the same time, some researchers have raised questions about positive organizational scholarship and have called for a more balanced view of ostensibly positive behaviors. The purpose of this paper, then, is to take a more nuanced view of OCBs while highlighting the dark side of citizenship behavior. In doing so, we review conceptual and empirical work that has challenged the idea that OCBs are inherently positive. We also discuss research that seeks to develop a deeper understanding of the conditions under which OCB does more harm than good. Finally, important areas for future research and the practical realities facing scholars who seek to publish research investigating the dark side of citizenship are addressed as well. [PUBLICATION ABSTRACT] Summary In recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB) in particular. This work identifies organizational citizenship behavior (OCB) as a prototypical POB. Conceptualizing OCBs in this way is sensible in light of more than 30 years of research highlighting the desirable aspects of such behavior. At the same time, some researchers have raised questions about positive organizational scholarship and have called for a more balanced view of ostensibly positive behaviors. The purpose of this paper, then, is to take a more nuanced view of OCBs while highlighting the dark side of citizenship behavior. In doing so, we review conceptual and empirical work that has challenged the idea that OCBs are inherently positive. We also discuss research that seeks to develop a deeper understanding of the conditions under which OCB does more harm than good. Finally, important areas for future research and the practical realities facing scholars who seek to publish research investigating the dark side of citizenship are addressed as well. Copyright © 2012 John Wiley & Sons, Ltd. In recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB) in particular. This work identifies organizational citizenship behavior (OCB) as a prototypical POB. Conceptualizing OCBs in this way is sensible in light of more than 30 years of research highlighting the desirable aspects of such behavior. At the same time, some researchers have raised questions about positive organizational scholarship and have called for a more balanced view of ostensibly positive behaviors. The purpose of this paper, then, is to take a more nuanced view of OCBs while highlighting the dark side of citizenship behavior. In doing so, we review conceptual and empirical work that has challenged the idea that OCBs are inherently positive. We also discuss research that seeks to develop a deeper understanding of the conditions under which OCB does more harm than good. Finally, important areas for future research and the practical realities facing scholars who seek to publish research investigating the dark side of citizenship are addressed as well. [Copyright John Wiley and Sons, Ltd.] In recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB) in particular. This work identifies organizational citizenship behavior (OCB) as a prototypical POB. Conceptualizing OCBs in this way is sensible in light of more than 30 years of research highlighting the desirable aspects of such behavior. At the same time, some researchers have raised questions about positive organizational scholarship and have called for a more balanced view of ostensibly positive behaviors. The purpose of this paper, then, is to take a more nuanced view of OCBs while highlighting the dark side of citizenship behavior. In doing so, we review conceptual and empirical work that has challenged the idea that OCBs are inherently positive. We also discuss research that seeks to develop a deeper understanding of the conditions under which OCB does more harm than good. Finally, important areas for future research and the practical realities facing scholars who seek to publish research investigating the dark side of citizenship are addressed as well. Copyright © 2012 John Wiley & Sons, Ltd. In recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB) in particular. This work identifies organizational citizenship behavior (OCB) as a prototypical POB. Conceptualizing OCBs in this way is sensible in light of more than 30 years of research highlighting the desirable aspects of such behavior. At the same time, some researchers have raised questions about positive organizational scholarship and have called for a more balanced view of ostensibly positive behaviors. The purpose of this paper, then, is to take a more nuanced view of OCBs while highlighting the dark side of citizenship behavior. In doing so, we review conceptual and empirical work that has challenged the idea that OCBs are inherently positive. We also discuss research that seeks to develop a deeper understanding of the conditions under which OCB does more harm than good. Finally, important areas for future research and the practical realities facing scholars who seek to publish research investigating the dark side of citizenship are addressed as well.
Author	Harvey, Jaron Turnley, William H. Bolino, Mark C. Klotz, Anthony C.
Author_xml	– sequence: 1 givenname: Mark C. surname: Bolino fullname: Bolino, Mark C. email: mbolino@ou.edu organization: Price College of Business, Division of Management and Entrepreneurship, University of Oklahoma, Oklahoma, Norman, U.S.A – sequence: 2 givenname: Anthony C. surname: Klotz fullname: Klotz, Anthony C. organization: Price College of Business, Division of Management and Entrepreneurship, University of Oklahoma, Oklahoma, Norman, U.S.A – sequence: 3 givenname: William H. surname: Turnley fullname: Turnley, William H. organization: College of Business Administration, Department of Management, Kansas State University, Kansas, Manhattan, U.S.A – sequence: 4 givenname: Jaron surname: Harvey fullname: Harvey, Jaron organization: College of Business, Department of Management and Marketing, University of Wyoming, Wyoming, Laramie, U.S.A
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Copyright	Copyright © 2013 John Wiley & Sons, Ltd. Copyright © 2012 John Wiley & Sons, Ltd. Copyright Wiley Periodicals Inc. May 2013
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When does self-sacrificial leadership motivate prosocial behavior: It depends on followers' prevention focus. Journal of Applied Psychology, 94, 887-899. Yun, S., Takeuchi, R., & Liu, W. (2007). Employee self-enhancement motives and job performance behaviors: Investigating the moderating effects of employee role ambiguity and managerial perceptions of employee commitment. Journal of Applied Psychology, 92, 745-756. Bachrach, D. G., Powell, B. C., Collins, B. J., & Richey, R. G. (2006). Effects of task interdependence on the relationship between helping behavior and group performance. Journal of Applied Psychology, 91, 1396-1405. Snell, R. S., & Wong, Y. L. (2007). Differentiating good soldiers from good actors. Journal of Management Studies, 44, 883-909. Bolino, M. C., Kacmar, K. M., Turnley, W. H., & Gilstrap, J. B. (2008). A multi-level review of impression management motives and behaviors. Journal of Management, 34, 1080-1109. Luthans, F., & Youssef, C. M. (2007). 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(e_1_2_6_18_1) 2012 e_1_2_6_55_1 e_1_2_6_78_1 e_1_2_6_15_1 e_1_2_6_38_1 e_1_2_6_57_1 e_1_2_6_64_1 e_1_2_6_43_1 e_1_2_6_20_1 e_1_2_6_41_1 e_1_2_6_60_1 e_1_2_6_9_1 e_1_2_6_5_1 e_1_2_6_7_1 e_1_2_6_24_1 e_1_2_6_49_1 Turnley W. H. (e_1_2_6_73_1) 2013 e_1_2_6_3_1 e_1_2_6_22_1 e_1_2_6_66_1 e_1_2_6_28_1 e_1_2_6_45_1 e_1_2_6_47_1 e_1_2_6_68_1 e_1_2_6_52_1 Cameron K. (e_1_2_6_19_1) 2003 e_1_2_6_75_1 e_1_2_6_10_1 e_1_2_6_31_1 e_1_2_6_50_1 e_1_2_6_71_1 Miller D. T. (e_1_2_6_48_1) 2010 e_1_2_6_14_1 e_1_2_6_35_1 e_1_2_6_12_1 e_1_2_6_33_1 e_1_2_6_39_1 e_1_2_6_56_1 e_1_2_6_77_1 e_1_2_6_16_1 e_1_2_6_58_1 e_1_2_6_79_1 e_1_2_6_63_1 e_1_2_6_42_1 e_1_2_6_65_1 e_1_2_6_21_1 e_1_2_6_80_1 e_1_2_6_40_1 e_1_2_6_61_1 Van Dyne L. (e_1_2_6_74_1) 2004 e_1_2_6_8_1 e_1_2_6_4_1 e_1_2_6_6_1 e_1_2_6_25_1 Organ D. W. (e_1_2_6_53_1) 1988 e_1_2_6_23_1 e_1_2_6_2_1 e_1_2_6_29_1 e_1_2_6_44_1 e_1_2_6_67_1 e_1_2_6_27_1 e_1_2_6_46_1 e_1_2_6_69_1
References_xml	– reference: Rioux, S. M., & Penner, L. A. (2001). The causes of organizational citizenship behavior: A motivational analysis. Journal of Applied Psychology, 86, 1306-1314. – reference: Judge, T. A., & Ferris, G. R. (1993). Social context of performance evaluation decisions. Academy of Management Journal, 36, 80-105. – reference: Grant, A. M., & Mayer, D. M. (2009). Good soldiers and good actors: Prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors. Journal of Applied Psychology, 94, 900-912. – reference: Koys, D. J. (2001). The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit-level, longitudinal study. Personnel Psychology, 54, 101-114. – reference: Seligman, M. E. P. & Csikszenmihalyi, M. (2000). Positive psychology: An introduction. American Psychologist, 55, 5-14. – reference: Janis, I. L. (1982). 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Snippet	In recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB) in... Summary In recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB)...
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SubjectTerms	Attitudes Citizenship Employee motivation Employees Industrial and organizational psychology Job performance Job satisfaction Motivation Organizational behavior Organizational behaviour organizational citizenship behavior Organizational citizenship behaviour Organizational effectiveness Point/Counterpoint positive organizational behavior Psychology Soldiers Studies too-much-of-a-good-thing effect
Title	Exploring the dark side of organizational citizenship behavior
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