Types of Organizational Citizenship Behavior

This area will contain information (draft papers, etc) about my research on types and variation of Organizational Citizenship Behavior (OCB). Also see information about my other papers.


We propose that the conceptualization of organizational citizenship behavior (OCB) as positive contributions to colleagues or to an organization hides the fact that there are two types of behaviors present in OCB (1) active positive contributions, and (2) avoiding to engage in behaviors that are harmful to one's colleagues or to one's organization. We demonstrate the usefulness of distinguishing these two behaviors in OCB by suggesting that cross-cultural differences in OCB dimensions seem to exist more in the avoidance of harmful behaviors than in active positive contributions. With the participation of 296 Chinese and American managers, we test three possible explanations for why this may be so. We find that the possibility of getting away with a harmful behavior without consequences is the most consistent explanation for why avoidance of some harmful behaviors is considered organizational citizenship behavior in one country and not in another.

What is available here

Related papers

Several of my other papers may be closely related to this, including:

Distinguishing distrust from vigilance
Presented at the same conference (Academy of Management Meeting, 2003)
Why cultural difference are over-rated
Various essays and talks about how cultural difference are often over-rated

Version: $Revision: 1.2 $
Last Modified: $Date: 2003/08/12 06:03:59 $ GMT
First established Dec 3, 2002
Author: Lívia Markóczy