CHALLENGE‐ORIENTED ORGANIZATIONAL CITIZENSHIP BEHAVIORS AND ORGANIZATIONAL EFFECTIVENESS: DO CHALLENGE‐ORIENTED BEHAVIORS REALLY HAVE AN IMPACT ON THE ORGANIZATION'S BOTTOM LINE?

By Scott B. MacKenzie, Philip M. Podsakoff, Nathan P. Podsakoff. 2011

289 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/7373b47780b64b5021c5c4f5d5a525335e5c150d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

A Relational Model of Perceived Overqualification: The Moderating Role of Interpersonal Influence on Social Acceptance (2016, unknown): “…propose that social acceptance will promote a variety of work performance, including in-role performance, core task performance required by one’s job, and two forms of extrarole performance, interpersonal altruism and team member proactivity (MacKenzie et al., 2011; Van Dyne & LePine, 1998).”
When Voice Matters (2015, background): “As MacKenzie et al. (2011) demonstrate, theories of social learning (Bandura, 1977) or social exchange (P. Blau, 1964) may be particularly useful for thinking about how voice and its effects may emerge across levels.”
Revisiting talent management, work-life balance and retention strategies (2015, background): “…to leave an organization is examined in detail in the mainstream management and psychology literature (Chun et al, 2013; Eatough et al, 2011; MacKenzie et al, 2011) The hospitality literature is beginning to address this construct of organizational citizenship with Nadiri and Tanova (2010)…”
Consequences of unit-level organizational citizenship behaviors: A review and recommendations for future research (2014, background): “Generally speaking, this occurred because several research teams (e.g., Chuang & Liao, 2010; MacKenzie et al., 2011b; Nishii et al., 2008) obtained unit-referent OCBmeasures from a unit manager.”
Psychological contract breaches and employee voice behaviour: The moderating effects of changes in social relationships (2014, background): “These challenge-oriented voice behaviours are particularly interesting to study because they can create social tension in the workplace (MacKenzie et al., 2011).”
Voice Flows to and around Leaders (2013, background): “Further, because scholars’ focus has been on predicting voice, empirical evidence remains scant regarding the outcomes of voice for the larger groups, units, and organizations in which employees do speak up (Morrison, 2011; see MacKenzie, Podsakoff, and Podsakoff, 2011, for an exception).”
Silence is not Golden: Motivating Employee Voice through Inclusive Leadership (2020, background): “In the general management literature, a small but growing body of literature has demonstrated that employee voice has positive performance outcomes for organizations (e.g., Detert et al., 2013; MacKenzie et al., 2011; Nemeth et al., 2001).”
Examining the Intermediate Role of Employee Abilities, Motivation and Opportunities to Participate in the Relationship between HR Bundles and Employee Performance (2018, background): “Employee challenge-oriented OCBs capture employee behaviors that involve making constructive suggestions for improving and challenging the status quo for the good of the organization (MacKenzie et al., 2011).”