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This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group collectivism, uncertainty avoidance, performance orientation, and humane orientation, and their differential effect on helping extra‐role behavior in a diverse workforce are examined. Theoretical implications provide guidance for future empirical research in this area, and provide managers with more realistic expectations of employee performance in the workplace.

The purpose of this paper is to explore antecedents of helping behaviors among nurses using a social exchange framework. The paper reports an investigation into the effects of reciprocity, perceived coworker efficacy and stress on active and passive helping behaviors.

To test hypotheses, the authors performed random coefficient modeling on Mplus with data from 155 full-time nurses.

Nurses were willing to help coworkers regardless of perceived reciprocity levels in the relationship. Rather, their perceptions of the coworker's efficacy and previous behavior predicted helping.

This manuscript contributes to the literature in a number of ways. First, it provides empirical evidence that individuals will suppress or ignore reciprocity norms during an interdependent task. This lends credence to the idea that social exchanges may need to be examined in light of other variables or at other levels of analysis. Second, it demonstrates that investment behaviors (i.e. helping) can and do occur in exchange relationships despite low reciprocity. Overall, the data suggest that individuals are willing to maintain relationships despite a lack of returns.

The purpose of this paper is to develop a theoretical model that describes when helping is considered helping from the recipient’s point of view.

The theoretical model was conceptually developed by drawing upon attribution theory, self-consistency theory and social cognitive theory, as well as relevant literature.

The authors propose that receiving help encompasses three sequential stages: the pre-help-receiving stage, the help-receiving stage and the post-help-receiving stage. Additionally, the authors theorize that the more other-oriented helping motives are attributed by the recipient, the more likely the recipient views the helper’s help as helping, that the more self-esteem preserving behaviors along with helping actions the recipient receives from the helper, the more likely the recipient views the helper’s help as helping and that the more gaps between actual and desired level of task performance are closed by the helper’s help, the more likely the recipient views the helper’s help as helping.

From a theoretical standpoint, this paper offers a process approach that may guide future research on help receiving in organizations.

When consumers help other users of the same brand, both the brand and consumers benefit. To determine when consumer‐to‐consumer helping behaviors occur and to help managers encourage this value‐creating activity, this paper aims to investigate relationships between social identification and helping behavior intentions within a consumption community and its subgroups.

Surveys were given to consumers identified as members of a consumption community during an annual consumption event. Data were analyzed using structural equation modeling.

Consumers' identification with the overall community was positively related to helping behavior intentions toward the overall community, but not subgroup level. Subgroup identification was positively related to helping at the subgroup but negatively related to helping behavior intentions at the community level. When consumers identify with the overall community, they assist other consumers. However, consumers are less likely to help consumers in the overall community when identifying with a subgroup.

When consumers identify with a consumption community and its subgroups, their identification can lead to helping between members. Voluntary helping between consumers provides value to consumers and contributes to the firm's value‐creation process. This study helps managers understand how consumption community development simultaneously encourages and discourages consumer value‐creation through helping behaviors.

This study examines consumer value‐creation through the context of consumer helping intentions within consumption communities on a continuum, as opposed to the dichotomy implied by prior research. This study empirically demonstrates how consumers' membership in subgroups can motivate consumers to help some, but not other consumption community members.

This study aims to examine the factors that influence hotel/motel employees’ helping behavior toward the victims of human trafficking.

Using a survey-based quantitative method, this study examines and compares two models of helping behavior based on egoism and altruism theories to measure the helping tendencies of lodging employees toward victims of human trafficking.

The study results show that perceived intrinsic rewards of helping and empathy with the victims are the major antecedents of employees’ likelihood to help the victims.

The study contributed to the egoism school of thought and the Cost-Reward Model by showing that only perceived intrinsic rewards drive individuals’ intention to help in risky covert situations, such as human trafficking, while perceived extrinsic rewards may demotivate people to help in these situations.

Previous studies overlooked the role of the lodging industry in human trafficking. This study focuses on service employees as potential helpers of the victims as they notice in hotels/motels.

Drawing on the self-cognitive theory, this study aims to propose a conceptual model that links customer mistreatment with different types of helping behaviors through the self-efficacy mechanism.

The empirical analysis made use of the original data of three hotels located in southern China. The authors tested the hypotheses with a three-wave survey of a sample of 430 frontline workers in 95 groups.

Customer mistreatment may reduce employees’ self-efficacy, which has both positive and negative effects depending on the type of helping. Moreover, the coworkers’ supporting climate buffered the influence of self-efficacy on autonomous and dependent helping.

The authors resolve the ambiguity surrounding customer mistreatment-helping and self-efficacy-helping relations. Thus, the authors extend the knowledge on the influence of customer mistreatment and self-efficacy on helping behaviors by establishing that both positive and negative effects may exist depending on the type of helping. Moreover, this study identifies the predictive role of self-efficacy in autonomous and dependent helping.

The aim of this paper is to develop a theoretical model that enables us to examine the antecedents and consequences effects of members' helping behavior in online communities. It also aims to develop a complete model for empirical testing.

The sample is 425 participants including nine online communities in Taiwan, including Yahoo! Kimo, CPB, Sony music, etc.. who were contacted and asked to participate in the study. Data were collected between August and December 2007 via the web for Internet users using a standardized questionnaire. Excluding those surveys that were undeliverable and those who believed that it was inappropriate to respond, the overall effective response rate was 84 percent (355 of 425).

The empirical results suggested that online communities members' helping behavior represents a large pool of product know‐how. They seem to be a promising source of innovation capabilities for new product development.

The research only aims to experimentally investigate complete model of helping behavior in online communities. But this research has not dealt with a double role of online communities' members so far, linking innovation with commercialization. They seem to be a promising source of innovation capabilities for new product development.

The phenomenon of helping behavior among members may become a major source and channel for information in the decision making process for the purchase of products. Therefore, a major finding derived from the empirical application is that community members are capable and willing to contribute to virtual co‐development.

Many variables have been evaluated for their influences on the helping behaviors of the members of the online communities. However, none of the previous studies have integrated these variables into a more comprehensive framework.

The argument in this study is that employees differ in their motives in helping their organizations when they know that they may not be paid back for their efforts. This paper aims to examine whether these motives will lead to greater extra-role contribution in an organization.

The data of 124 pairs of employee in China have been used to develop and test the measurement of an “altruistic helping of organization” (AHO) in a pilot sample. In addition, AHO had been then tested as a motive for organizational citizenship behavior (OCB) using data collected from 245 pairs of employees in China.

Data from 124 pairs of employees in China have been used to develop and test the measurement of “altruistic helping of organization” in a pilot sample. The authors have proposed and validated whether procedural justice and conscientiousness predict for a new OCB motive – AHO, which explains for an incremental predictive power over the existing motives of OCB, namely, instrumentality, social exchange with the organization, organizational concern, prosocial values and impression management, on a data collected from 245 pairs of employees in China.

This is a cross-sectional study. In addition, the authors have only taken in samples in China, which may not be generalizable to other context.

Practitioners can devote resources to encourage employees to help without any consideration of returns. In addition, the fairness perception of organizational practices – procedural justice and individual characteristics – are necessary to induce AHO and other OCB motives.

This research provides that the social implication of arousing the basic underpinning of driving OCB is altruistic motive and not egoistic. This finding helps to stimulate individuals to have more helping behaviors towards the organization.

This study provides solid evidence for the suggestion by the original proponents of OCB that the distinction between rewarded and unrewarded criterion is blurred in OCB literature. Our findings suggest that altruistic helping does exist and that this explains for a significant proportion of extra-role behavior.

Drawing upon conservation of resources (COR) and attribution theories, prior research in helping behavior has mainly focused on an independent view of the helper’s personal resources. This perspective, however, falls short of capturing the comparative nature of personal resources and attributions in a helping context. The purpose of this paper is, therefore, to develop a theoretical model that helps predict employees’ decisions to help or not to help.

A theoretical model was developed by integrating social comparison, COR and attribution theories.

The theoretical model proposes the following. First, when employees perceive that they have fewer personal resources than a coworker who needs help, they are less likely to help. Second, when employees perceive that they have more personal resources than a coworker who needs help, they make causal attributions as to why the coworker failed to deploy personal resources. Finally, when employees have more personal resources than a coworker who needs help, they are more likely to help if they make situational, unstable and uncontrollable attributions to the coworker’s failure to deploy personal resources.

This paper extends the literature by offering a theoretical model that emphasizes comparisons and attributions of personal resources in a helping context. Additionally, this paper offers several managerial implications that help managers manage helping behavior effectively.

This study unpacks the relationship between employees' perceptions of organizational politics and their helping behavior, by explicating a mediating role of employees' affective commitment and moderating roles of their tenacity and passion for work.

Quantitative survey data were collected from 476 employees, through Amazon Mechanical Turk.

Beliefs that the organizational climate is predicated on self-serving behaviors diminish helping behaviors, and this effect arises because employees become less emotionally attached to their organization. This mediating role of affective commitment is less salient to the extent that employees persevere in the face of challenges and feel passionate about working hard.

For human resource managers, this study pinpoints a lack of positive organization-oriented energy as a key mechanism by which perceptions about a negative political climate steer employees away from assisting organizational colleagues on a voluntary basis. They can contain this mechanism by ensuring that employees are equipped with energy-boosting personal resources.

This study addresses employees' highly salient emotional reactions to organizational politics and pinpoints the critical function of affective commitment for explaining the escalation of perceived organizational politics into diminished helping behavior. It also identifies buffering effects linked to two pertinent personal resources.