Organizational Citizenship Behaviors of Directors: An Integrated Framework of Director Role-Identity and Boardroom Structure

Yoshikawa, Toru; Hu, Helen Wei

doi:10.1007/s10551-015-2808-9

Cited by 17 publications

(9 citation statements)

References 55 publications

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“…Among others, it has been found that employee engagement in OCBs may increase knowledge sharing and job performance [23,24]. Other authors claim that OCBs exhibited by workers enhance team and group cohesiveness and contribute to overall organizational performance [2,23,[25][26][27]. At the same time, OCB does not mean working long hours and taking on extra assignments with no thought of reward.…”

Section: Organizational Citizenship Behaviormentioning

confidence: 99%

The Relationship between Organizational Commitment and Organizational Citizenship Behaviors in the Public and Private Sectors

Grego-Planer

2019

Sustainability

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Organizational Citizenship Behaviors (OCBs) are activities which are voluntary, go beyond the formal obligations of employees, and significantly affect the efficiency of the entire organization. The literature has devoted a lot of attention to them since the beginning of the 1980s. Not only has the nature of OCBs been studied, but so too have their dimensions and antecedents. However, there is a fairly significant research gap in the area of employee manifestations of citizenship behaviors according to type of organization (private and public sectors). This article addresses the issue of organizational commitment as one of the antecedents of OCBs. The research objective is to identify and assess the level of correlation between individual dimensions of organizational commitment and Organizational Citizenship Behaviors in public and private organizations in Poland. A quantitative study conducted on a sample of 323 employees allowed the hypotheses to be verified. In general, there are similar frequencies of Organizational Citizenship Behaviors in the public and private sectors. In public institutions, however, OCBs in the interpersonal dimension are more frequent, while in private institutions they occur more commonly in the organizational dimension. Most positively correlated with OCBs is the affective dimension of organizational commitment.

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Section: Organizational Citizenship Behaviormentioning

confidence: 99%

The Relationship between Organizational Commitment and Organizational Citizenship Behaviors in the Public and Private Sectors

Grego-Planer

2019

Sustainability

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“…As the apex of the decision-making process, the board must be equipped with appropriate human capital to effectively perform its oversight function (Forbes & Milliken 1999;Hambrick et al 2015;Hillman & Dalziel 2003;Yoshikawa & Hu 2017). As an outside director, government officials on board may have difficulties grasping the overall board discussions, which may involve specific knowledge such as SOE-related knowledge (e.g., the establishment acts, SOE and industry-related current issues, and financial and account systems), as they have limited time spent on the board tasks compared to their full-time job in the office (Hambrick et al, 2015;Kim et al 2014;Kor & Sundaramurthy 2009).…”

Section: Human Capital Of the Board Of Directorsmentioning

confidence: 99%

Government Board of Director: The influence of Director Identifications on Human Capital Acquisition and Board Oversight Roles

2023

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Identification is a sense of belonging to particular social groups with similar characteristics or similarly perceived role identities. The strength of an individual's identification is context-dependent and can influence an individual's behavior according to certain expectations. Despite abundant research on board oversight roles, little is known about why board members behave in certain ways due to a lack of literature from a socio-behavioral perspective. This paper explores how identification with social groups and role identities among the government board of directors (GBOD) influence their human capital and board roles. The results, derived from semistructured interviews of twelve government officials who were appointed to the boards of Malaysian State-Owned Enterprises (SOEs) as government representatives, indicate that different identifications, such as the role of government board of director, corporate director, or both, and identification with the SOE could lead to different perceptions of the importance of human capital and influence their contributions in boardrooms. This study provides empirical evidence for the corporate governance literature from a socio-behavioral perspective and helps government agencies and regulators understand the reasons behind GBOD behavior. Selecting board members based on their human capital may be inadequate, and board members may need training to help them identify their roles and responsibilities as government representatives on the board.

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“…Previous research has found that corporate board members who had higher levels of identification engaged in more OCBs than those with lower levels of identification. (Yoshikawa & Hu, 2017).…”

Section: Supplemental Analysismentioning

confidence: 99%

An Empirical Examination of Voluntary Development Activities of Employees

Deosthali

Johnson

2021

IIM Kozhikode Society & Management Review

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This study develops and empirically examines a model of voluntary employee self-development behaviours and presents a unique lens for the study of self-development behaviours that integrates the disparate social exchange and motivational models currently applied in the management and training motivation literature. Specifically, the current model utilizes the Theory of Planned Behavior (TPB) as a guiding framework in the combination and expansion of these streams to create an integrated model. This model was validated using a survey of 203 employees. Structural Equation Modelling (SEM) was used to analyse the data. The results indicated support for nine out of eleven theorized relationships in the model, and the new model explained more variance in self-development behaviours (38%) than either lens: the social exchange (8.5%) or the motivational (19%). Thus, the results indicate there is important value in integrating the lenses. Implications for research and practice are also discussed.

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Organizational Citizenship Behaviors of Directors: An Integrated Framework of Director Role-Identity and Boardroom Structure

Cited by 17 publications

References 55 publications

The Relationship between Organizational Commitment and Organizational Citizenship Behaviors in the Public and Private Sectors

The Relationship between Organizational Commitment and Organizational Citizenship Behaviors in the Public and Private Sectors

Government Board of Director: The influence of Director Identifications on Human Capital Acquisition and Board Oversight Roles

An Empirical Examination of Voluntary Development Activities of Employees

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