Effect of department structure on the organizational citizenship behavior–department effectiveness relationship

DeGroot, Timothy; Brownlee, Amy L.

doi:10.1016/j.jbusres.2006.09.020

Cited by 29 publications

(21 citation statements)

References 25 publications

(48 reference statements)

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“…In addition, over half (54 percent) of the articles in our review measured a "general" OCB construct, or one that was a composite of multiple OCB dimensions. For example, the "group OCB" variable is a composite of helping, conscientiousness, courtesy, voice/initiative, and loyalty content, whereas DeGroot and Brownlee's (2006) composite OCB scale includes interpersonal-related, organization-related, and job/task-related items. Koys (2001), Walz and Neihoff (2000), all created composites from measures of altruism, courtesy, civic virtue, sportsmanship, and conscientiousness.…”

Section: Types Of Ocbsmentioning

confidence: 99%

“…included items measuring loyalty, service delivery, and participation in their service-oriented OCB composite measure. Sometimes, authors would cite LePine et al (2002) or Hoffman et al (2007) as support for the aggregation or the creation of higher-order constructs (e.g., DeGroot & Brownlee, 2006); and others did not provide much information on the specific aspects included (e.g., Bright, 2001;.…”

Section: Types Of Ocbsmentioning

confidence: 99%

“…Other studies have combined some of the lower-level dimensions into higher-order constructs such as helping, affiliationoriented, or interpersonal OCBs MacKenzie et al, 2011b;Rico et al, 2011) and then examined the relationships between these higher-order constructs and outcome variables. Still other studies aggregate or create composite (general) OCB constructs comprised of multiple lower-level OCB dimensions DeGroot & Brownlee, 2006;Kirkman et al, 2001;Koys, 2001;Raver & Gelfand, 2005). In addition, a subset of studies (George, 1990;George & Bettenhausen, 1991; has examined the effects of unit OCBs directed at customers of the organization, rather than employees that work within it.…”

Section: Future Directionsmentioning

confidence: 99%

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Consequences of unit-level organizational citizenship behaviors: A review and recommendations for future research

et al. 2014

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Summary During the past 30 years, interest in organizational citizenship behaviors (OCBs) has grown substantially. Although much of the early empirical research in this domain was directed at the individual level of analysis, more recently, researchers have focused their attention on identifying the outcomes of group‐level or unit‐level OCBs, as well as the mediating mechanisms and boundary conditions of the relationships between OCBs and unit‐level outcomes. Therefore, the purpose of this article is to provide a summary of the extant literature in this area. First, we discuss the applicability of the types of OCB to the unit level of analysis. Following this, we provide a summary of the literature examining outcomes of unit‐level OCBs, with particular attention paid to the mediators and moderators of the relationship between OCBs and unit effectiveness. Next, we examine the methodological characteristics of studies conducted in this research domain. Finally, we make a series of conceptual and methodological recommendations regarding future research on the consequences of unit‐level OCBs. Copyright © 2014 John Wiley & Sons, Ltd.

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Section: Types Of Ocbsmentioning

confidence: 99%

Section: Types Of Ocbsmentioning

confidence: 99%

Section: Future Directionsmentioning

confidence: 99%

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Consequences of unit-level organizational citizenship behaviors: A review and recommendations for future research

et al. 2014

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“…; Drach‐Zahavy and Freund ; Li et al . ) and organizational citizenship behaviors (OCBs; DeGroot and Brownlee ; Li et al . ; Raub ).…”

Section: Performancementioning

confidence: 99%

Examining Organic and Mechanistic Structures: Do We Know as Much as We Thought?

Kessler

Nixon

Nord

2016

Int J Management Reviews

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Burns and Stalker's theory of organic/mechanistic structures (1961, The Management of Innovation. London: Tavistock) has been widely used. However, review of the empirical literature revealed inconsistencies in how the concepts have been operationalized. These inconsistencies may interfere with the ability to consolidate knowledge. This paper reviews the various ways in which researchers have operationalized the concepts, and summarizes the empirical findings derived from these operationalizations. In doing so, it highlights gaps and opportunities for future empirical and methodological work, suggesting the need to further our theoretical conceptualization of the concepts and to draw attention to Burns and Stalker's () largely neglected corollary of the employee experience. As such, this review provides a road map for future exploration of the wide‐ranging implications associated with organic and mechanistic structures.

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“…Timothy DeGroot and Amy L. Brownlee (2006) have researched how the variables of organizational structure are related to organizational citizenship behavior and organizational effectiveness within an organizational setting at the department level. They found that "the relationship between structure, measured on an organic-mechanistic scale, and departmental effectiveness is partly driven by organizational citizenship behavior" [21].…”

Section: Figl the Conceptual Frameworkmentioning

confidence: 99%

Impact of organizational structure and HRM on organizational performance

Wang

Yang

2007

2007 IEEE International Engineering Management Conference

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Challenges brought by the changing global market have impelled organizations to improve their performances if they are to stand out in the fierce competition. Consequently, studies on performance have become an important issue. Based on previous literatures on influencing factors of organizational performance, this paper analyzes the impact of organizational structure and HRM on organizational performance. Based on the data of International Manufacturing Strategy Survey 2005 (IMSS 2005), through analyses by means of the Structural Equation Models (SEM) technique, the result shows that HRM and organizational structure have impact on organizational performance, but with varying degrees from situations. The results of this study give some theoretical and practical guidance.

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Effect of department structure on the organizational citizenship behavior–department effectiveness relationship

Cited by 29 publications

References 25 publications

Consequences of unit-level organizational citizenship behaviors: A review and recommendations for future research

Consequences of unit-level organizational citizenship behaviors: A review and recommendations for future research

Examining Organic and Mechanistic Structures: Do We Know as Much as We Thought?

Impact of organizational structure and HRM on organizational performance

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