Journal
ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES
Volume 119, Issue 1, Pages 126-139Publisher
ACADEMIC PRESS INC ELSEVIER SCIENCE
DOI: 10.1016/j.obhdp.2012.05.006
Keywords
Organizational citizenship behavior; Self-regulation theory; Self-concept orientations
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Researchers have generally taken a between-person, cross-sectional approach to understand why employees engage in organizational citizenship behavior (OCB). However, in light of recent work indicating that motivated behavior in organizations is often better understood using a within-person, longitudinal approach, we conceptualize citizenship performance as a dynamic cycle that varies over time. Specifically, we use self-regulation theory to explain how employees seek to fulfill goals through their OCBs, make plans to achieve those goals, engage in OCBs, and process feedback regarding their citizenship behavior. In doing so, we highlight the role played by chronic and working self-concept orientations. We also explore the way affective states influence self-regulation and citizenship, discuss unconscious or habitual acts of citizenship, and address the ways in which self-regulation and citizenship may vary over time. (C) 2012 Elsevier Inc. All rights reserved.
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