Exploring the dark side of organizational citizenship behavior

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.

Ethical Decision-Making: The Role of Self-Monitoring, Future Orientation, and Social Networks

“…In fact, high self-monitors are likely to engage in OCBs (organizational citizenship behavior) for questionable motives (Bolino, Klotz, Turnley, & Harvey, 2013), use bogus personal information to get a job (Hogue, Levashina, & Hang, 2013) and employ impression management tactics to create false representations of embracing company values (Hewlin, 2003). They are also more likely, in private, to engage in counterproductive behavior to guarantee their success (I.-S. Oh, Charlier, Mount, & Berry, 2014), to engage in information manipulation to cover up poor decisions (Caldwell & O'Reilly, 1982), to have lower honesty-humility (Ashton & Lee, 2005), and to have lower behavioral integrity (i.e., inconsistencies between promises and actions) (Simons, 2002).…”

The effects of altruism and relationship conflict on organizational learning

“…OCBs are employee work behaviors of a discretionary nature that are not part of employees' formal role requirements such as helping others or going beyond the normal expectations on their job (Organ et al, 2006). However, although there is evidence of a relationship between such employee behaviors and organizational learning, some scholars (e.g., Bolino et al, 2004;Bolino et al, 2013;Vigoda-Gadot, 2006) have also noted that, in some cases, participation in OCB might stem from self-serving motives (e.g., impression management) or may be not really voluntary and even compulsory. Accordingly, we consider it appropriate to explore if genuine discretionary behaviors in which employees helping others with work-related issues, namely altruism, may also be related to organizational learning capability.…”

A research about the relationship of psychological safety and organizational politics perception with compulsory citizenship behavior and the pressures behind compulsory citizenship behavior

“…Moreover, prior work suggests that employees may engage in OCBs because they are worried about losing their job because of poor economic conditions, layoffs, or other uncertainties, and that engaging in citizenship behaviors may provide a way for workers to stand out from their peers. For instance, Salamon and Deutsch (2006) argued that employees engage in citizenship behaviors for instrumental reasons in order to demonstrate that they are exceptional employees worth retaining (Bolino et al, 2013). However, another similar concept which is called citizenship pressure also covers internal pressures besides external.…”