Employees’ Social Context and Change-Oriented Citizenship

By Dan S. Chiaburu, Natalia M. Lorinkova, Linn van Dyne. 2013

194 citations recorded by the source corpus.

Change-oriented citizenship depends on support received from employees’ social context. Meta-analytic tests based on 131 independent samples and 38,409 employees confirmed positive relationships between leader, coworker, and organizational support and change-oriented citizenship, even after accounting for employees’ attitudes and intentions (i.e., job satisfaction, organizational commitment, and intention to quit). Moderator analyses indicated that specific coworker and organizational support had stronger relationships with change-oriented citizenship than generic support. In contrast, specific and generic leader support were equally important predictors of change-oriented citizenship.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f207317fef392fcd8539f30cc57dfc4abc2c3bbb

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Knowledge Sharing, Abusive Supervision, and Support (2015, background): “Although supervisors play a critical role, they are not the only exchange partners in the workplace (Chiaburu & Harrison, 2008; Chiaburu et al., 2013; Rhoades & Eisenberger, 2002).”
The Joint Moderating Effects of Activated Negative Moods and Group Voice Climate on the Relationship between Power Distance Orientation and Employee Voice Behavior (2017, background): “A number of studies have found that a supportive social context can help reduce employees concerns about voice behaviors and thus facilitate employees performance of these behaviors (e.g. Chiaburu et al., 2013; Frazier & Bowler, 2015).”
A Meta-Analysis Integrating 25 Years of Diversity Climate Research (2020, background): “None of Nishii’s (2013) or Chung et al.’s (2020) inclusion items do so in reflecting the largely identity-blind nature of inclusion. Moreover, there continues to be healthy debate about whether identity-conscious or identity-blind approaches are more effective ways to manage diversity with proponent”
Impacts of the COVID-19 pandemic on employees’ work stress, well-being, mental health, organizational citizenship behavior, and employee-customer identification (2021, background): “Chiaburu et al. (2013) explained that organizational citizenship behavior induces three key behaviors: ‘helping,’ ‘taking charge,’ and ‘creative behavior.’”