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For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the concept of what citizenship behavior is, and its antecedents, correlates, and consequences. While these behaviors have been and will continue to be valuable, there are changes in the workplace that have the potential to alter what types of OCBs will remain important for organizations in the future, as well as what types of opportunities for OCB exist for employees. In this chapter we consider the influence of 10 workplace trends related to human resource management that have the potential to influence both what types of citizenship behaviors employees engage in and how often they may engage in them. We build on these 10 trends that others have identified as having the potential to shape the workplace of the future, which include labor shortages, globalization, immigration, knowledge-based workers, increase use of technology, gig work, diversity, changing work values, the skills gap, and employer brands. Based on these 10 trends, we develop propositions about how each trend may impact OCB. We consider not only how these trends will influence the types of citizenship and opportunities for citizenship that employees can engage in, but also how they may shape the experiences of others related to OCB, including organizations and managers.

Organizational citizenship behavior involves behaviors that support an organization. However, such behaviors are not normally set out in an individual's job description. These behaviors normally exceed the minimum role requirements of the job and are not easily enforceable, thus performing them is usually at the discretion of the individual (Organ, 1997). This study seeks to examine the relationship between the demographic variables and organizational citizenship behavior among lecturers in community colleges that have been established by the Ministry of Higher Education in Malaysia. The variables consist of gender, age, educational level, recruitment status, length of service with the organization, tenure, job classification, and intention to leave the service.

A review of literature produced a list of 59 organizational citizenship behaviors. This list was then sent to 10 educational experts in the community colleges. After identifying the most important organizational citizenship behaviors, the experts then ranked the importance of each of the behaviors. This resulted in 36 organizational citizenship behaviors being selected for the formulation and development of the questionnaire. A pilot test of the questionnaire showed a Cronbach's alpha value of .93. The questionnaire was then distributed to 762 lecturers in 14 community colleges throughout Malaysia. A factor analysis showed three important dimensions of organizational citizenship behaviors emerged from the study. It includes: helping behavior, sportsmanship, and organizational compliance. Next, the study examined the impact of demography on organizational citizenship behavior. The findings of the study are discussed along with implications and directions for future research.

My father John Wilmer Johnson (1906–1995) died in 1995, but two years later a box of his personal effects was discovered in the attic. On the top of this 11″×6″×3″ box he had written “Everything in this box was, at one time, very important to me,” and he signed his name with the date June 14, 1983. Below this handwritten message was another; “Some of these things don’t seem so important now,” signed with his initials, and the date May 2, 1986. Below this another statement, “These seem even less important now,” dated 1995, the year of his death in November. What did this box contain? The contents are here remembered.

Cincinnati manufacturers before World War I displayed substantial unity in pursuing the open shop. San Francisco employers were divided, in both their attitudes and their actions, on how to deal with unions. I treat these differences in terms of business class formation. My explanation emphasizes how racial dynamics, class relations, and citizenship practices, acting in cumulative historical sequences, shaped employer solidarity and ideology.

Community-run festivals are an emerging giant in the tourism industry. Nowadays many local festivals have emerged with the specific objectives of celebrating local culinary traditions, establishing business and trade of local products and developing sustainable destinations. Local events can influence the destination image, enabling the growth of tourist flows and stimulate destination marketing organizations to differentiate their own destination products from those of competitors. Two main aspects are analyzed: the main characteristics of local events and the influence of local festival on destination image. Moreover, the economic impact of festivals on the community and the main tourism management strategies adopted by managers are investigated. Finally, theoretical and managerial implications deriving from the chapter are discussed.