Change-oriented organizational citizenship behaviors: the direct and moderating influence of goal orientation

By Lance A. Bettencourt. 2004

282 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/742639347317900112ed19d03f4594037f44f071

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Influence of leader behaviors on the leader‐member exchange relationship (2009, background): “Several studies found that LMX was correlated significantly with a composite measure of transformational leadership (Basu and Green, 1997; Bettencourt, 2004; Howell and Hall-Merenda, 1999; Lee, 2008; Piccolo and Colquitt, 2006; Pillai et al., 1999; Tse and Lam, 2008; Wang et al., 2005).”
Leader empathy, ethical leadership, and relations‐oriented behaviors as antecedents of leader‐member exchange quality (2010, background): “Several studies found that transformational leadership is correlated with LMX (e.g. Basu and Green, 1997; Bettencourt, 2004; Howell and Hall-Merenda, 1999; Lee, 2008; Tse and Lam, 2008), but only one study (Deluga, 1992) examined how the component behaviors of transformational leadership are indepen”
Leader-member exchange and citizenship behaviors: a meta-analysis. (2007, background): “*Bettencourt, L. A. (2004). Change-oriented organizational citizenship behaviors: The direct and moderating influence of goal orientation.”
Leader behavior and LMX: a constructive replication (2012, background): “In total, eight studies found that LMX was related to a composite measure of transformational leadership (Basu and Green, 1997; Bettencourt, 2004; Howell and Hall-Merenda, 1999; Lee, 2008; Piccolo and Colquitt, 2006; Pillai et al., 1999; Tse and Lam, 2008; Wang et al., 2005).”
Good soldiers and good actors: prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors. (2009, background): “Challenging citizenship behaviors include voicing problems (LePine & Van Dyne, 1998), selling issues (Ashford, Rothbard, Piderit, & Dutton, 1998), and taking charge to implement constructive changes to work methods (Bettencourt, 2004; Choi, 2007; Frese & Fay, 2001; Morrison & Phelps, 1999).”
Does Leader-Follower Regulatory Fit Matter? The Role of Regulatory Fit in Followers’ Organizational Citizenship Behavior (2017, background): “Due to increasing competition and rapid changes in the business environment, employees are required to behave in a more proactive and innovative manner in their workplace (Bettencourt, 2004; Frese, Fay, Hilburger, Leng, & Tag, 1997).”
Follower Behavior and Organizational Performance: The Impact of Transformational Leaders (2007, background): “Whereas OCB has yet been examined in connection with transformational leadership (Bettencourt, 2004; Kent & Chelladurai, 2001; Podsakoff, MacKenzie & Bommer, 1996; Podsakoff et al., 1990), debate has not.”
The PD scale: a measure of psychic distance and its impact on international marketing strategy (2011, unknown): “Despite this we decided to keep these items due to theoretical reasons, the high composite reliability and Cronbach’s a coefficient, and the fact that all items had item-to-total correlations higher than 0.40 (cf. Bettencourt, 2004).”
Employees’ Social Context and Change-Oriented Citizenship (2013, background): “Based on prior research, change-oriented citizenship behaviors are typically seen as (a) constructive; (b) directed toward identifying and implementing functional changes; (c) with changes targeting work methods, policies, and procedures; (d) taking place in a context consisting of jobs, units, or o”
Change-oriented behavior: A meta-analysis of individual and job design predictors (2015, background): “…& Parker, 2010; Parker & Collins, 2010), taking charge (Morrison & Phelps, 1999), voice (Van Dyne & LePine, 1998), change-oriented citizenship (Bettencourt, 2004; Bettencourt, Gwinner, & Meuter, 2001; Choi, 2007; Seppälä, Lipponen, Bardi, & Pirttilä‐Backman, 2012; Van Dyne et al., 2008),…”
Differentiated transformational leadership and knowledge sharing: A cross-level investigation (2014, background): “Abundant literature has conceptualized transformational leadership and LMX as two different but to some extent conceptually overlapped constructs (Basu & Green, 1997; Bettencourt, 2004; Deluga, 1992; Howell & Hall-Merenda, 1999; Piccolo & Colquitt, 2006; Pillai, Scandura, & Williams, 1999; Tse & Mit”