Organizational citizenship behaviour as performance in multiple network positions

Research output: Contribution to journalJournal Articlepeer-review

25 Citations (Scopus)

Abstract

This paper employs structural role theory to theorize why and how the performance of organizational citizenship behaviour (OCB) may be associated with an individual's occupation of social network positions. OCB is modelled as behaviour related to the occupation of position-role combinations in the informal structure of organizations. It is proposed that the performance of OCB occurs in conjunction with informal role enactment at a given network position because such performance is characteristic of position occupancy. A given actor may occupy multiple network positions, which profile the actor's links to the informal organization and place him or her in the position to perform OCB. An empirical study of employees in a telecommunications company showed that cohesiveness, centrality and network bridges predict two different types of OCB that characterize a 'good colleague' and a 'good employee' role.

Original languageEnglish
Pages (from-to)79-102
Number of pages24
JournalOrganization Studies
Volume27
Issue number1
DOIs
Publication statusPublished - Jan. 2006

Keywords

  • Informal organization
  • Organizational citizenship behaviour
  • Role theory
  • Social networks

Fingerprint

Dive into the research topics of 'Organizational citizenship behaviour as performance in multiple network positions'. Together they form a unique fingerprint.

Cite this