Organizational citizenship behavior and workplace deviance: the role of affect and cognitions.

By Kibeom Lee, Natalie J. Allen. Journal of Applied Psychology, 2002

2,211 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/d45c77c0d350947d5f063c31d1a6dec952e4e8fa

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Citations in the corpus

Effects of inclusive leadership on organizational citizenship behavior: the mediating roles of organizational justice and learning culture (2019, methodology): “OCB was measured with 16 items adapted from Lee and Allen (2002).”
When corporate social responsibility motivates employee citizenship behavior: The sensitizing role of task significance (2018, background): “When Corporate Social Responsibility Motivates Employee Citizenship Behavior: The Sensitizing Role of Task Significance Study 1 Corporate social responsibility Discretionary citizen behavior (Maignan & Ferrell, 2000) Perceived corporate social performance (Jones, 2014) Task significance (Morgeso”
Unethical behavior in the name of the company: the moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior. (2010, background): “90) from three other measures of ethical and extra-role behaviors: (a) Lee and Allen’s (2002) sixitem in-role behavior measure ($ ! .”
Workplace deviance, organizational citizenship behavior, and business unit performance: the bad apples do spoil the whole barrel (2004, methodology): “Organizational citizenship behavior A 16-item self-report scale previously adapted by Lee and Allen (2002) was used to measure OCB. This measure was expected to distinguish OCB directed towards the organization (OCBO: 8 items) from that directed towards fellow employees (OCBI: 8 items). Such a disti”
Organizational Citizenship Behavior and Career Outcomes (2013, background): “Finally, most work on OCB has examined its effectiveness (e.g., Johnson, 2001; Rotundo & Sackett, 2002) or its frequency (e.g., Lee & Allen, 2002).”
Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources (2017, methodology): “We controlled for age, gender, and organizational tenure (Lee & Allen, 2002; Cropanzano, Rupp, & Byrne, 2003), to address alternative possible explanations of employees’ engagement in OCB.”
Paternalistic leadership and employee voice: Does information sharing matter? (2014, methodology): “Organizational citizenship behavior was measured by using a 16-item scale developed by Lee and Allen (2002) (1 = never; 7 = always).”
Affective Service Display and Customer Mood (2005, background): “…with the concept of emotion, which entails specific and discrete affective states (e.g., anger, fear, joy), mood refers to subjective feeling states that are broader, are longer lived, and do not have specifiable causes (Diener et al. 1985; Gardner 1985; George and Brief 1992; Lee and Allen 2002).”
The Bright and Dark Sides of Personality: Implications for Personnel Selection in Individual and Team Contexts (2007, background): “In the workplace, trait-hostile individuals are more likely to engage in workplace deviance (r 0.29, p 0.05; Judge et al., 2006; r 0.27, p 0.01; Lee and Allen, 2002).”
Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level (2011, background): “…behavior describes whether employees effectively invest time and effort into task accomplishment (Borman &Motowidlo, 1997), and organizational citizenship behavior reflects employees' contributions to the social or psychological environment in which work is performed (Lee & Allen, 2002).”
The validity of FFM personality dimensions and maladaptive traits to predict negative affects at work: a six month prospective study in a military sample (2003, background): “Caspi, Elder, and Bem (1987), Douglas and Martinko (2001), Lee and Allen (2002), and Fox and Spector (1999) for example showed that anger (or hostility) is antecedent of counterproductive and aggressive behaviour at work.”
The weekend matters: Relationships between stress recovery and affective experiences (2010, background): “However, research on employee affect has called for more studies of discrete affective states (Lee & Allen, 2002).”
Constructive Deviance in Organizations (2013, background): “Although a significant amount of research has argued that deviating from norms may be harmful (K. Lee & Allen, 2002; Mitchell & Ambrose, 2007; Robinson & Bennett, 1995), it can also be beneficial for the organization and can contribute significantly to organizational effectiveness (Galperin, 2003;…”