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The purpose of this paper is to explore the usefulness and to highlight the nature of inter‐relationship(s) between service climate and job involvement in impacting customer‐focused organizational citizenship behaviors of frontline employees in a diverse cultural context, at the crossroads of East and West.

Building on organizational citizenship behavior literature, the present study in the paper involved customer‐contact personnel employed in five service industries in a Greek mid‐sized town. Questionnaires were administered in person by the researcher during regularly scheduled meetings on company premises. A total of 269 individuals were invited to participate in the study. Participation was voluntary. The response rate was 74 percent. Confirmatory factor analysis (CFA), reliability‐, correlation‐ path‐ and hierarchical regression analyses were conducted to test research hypotheses.

The findings in this paper indicate that the concept of customer‐oriented organizational citizenship behavior (CO‐OCB) is a useful construct in the Greek context. Both direct and indirect influences and interactive effects were identified. Indeed, results indicate that the relationship between job involvement and service climate in impacting CO‐OCBs is complex (moderated mediation or mediated moderation?), warranting further investigation.

The findings in the paper are limited by the sampling method and the specificity of the geographic context. It would be of interest to enhance the theoretical model by incorporating more individual, task, organizational and contextual variables.

The study in this paper demonstrates the important effects of service climate and job involvement on frontline employees' customer‐oriented organizational citizenship behaviors in Greek service organizations. Service managers should benefit from noting the links and the likely favorable outcomes for customers, employees and their organizations.

The paper provides empirical evidence of the applicability of the CO‐OCB construct in Greek service contexts and illuminates the complex nature of inter‐relationships between organizational climate for service and job involvement in predicting customer‐oriented organizational citizenship behaviors, expanding the OCB literature.

This study mainly aims to examine the mediating effect of perceived organizational support (POS) and the moderating effect of locus of control and job autonomy on the relationship between customer mistreatment behavior and organizational citizenship behavior.

Through a questionnaire survey of 231 employees and their direct supervisors of five hotels in Guangzhou. This paper analyzed five variables (customer mistreatment, POS, locus of control, job autonomy and organizational citizenship behavior) relationships through a variety of data analysis.

Results indicate that customer mistreatment behavior has a negative effect on employees’ organizational citizenship behavior. The relationship between customer mistreatment behavior and employees’ organizational citizenship behavior is partially mediated by employees’ POS. Staffs’ locus of control and job autonomy can modulate the relationship between customers’ mistreatment behavior and POS. Furthermore, the indirect mediating effect of POS on customer mistreatment behavior is revealed. The organizational citizenship behavior linkage is significant only to staff who perceived they have a high level of job autonomy and a high locus of control.

Hotels are advised to provide organizational support and the management of customer mistreatment behavior so as to reflect their employees’ value, seek service innovation and promote production efficiency in practice. Furthermore, it maintains and promotes operational efficiency for service organizations and means the organization pays more attention to meet the social, emotional and psychological needs of its employees.

This article reveals the mechanism relationship between customer mistreatment behavior and employee organizational citizenship behavior. First, it defines the concept of customer mistreatment in the hotel industry and enriches the related research. Second, the study, from the perspective of customer mistreatment, has opened up a new view of organizational citizenship behavior research. Third, we built a research model and it is helpful to grasp the inner mechanism between customer mistreatment and employees’ organizational citizenship behavior. Fourth, this research benefits service organizations so as to maintain and improve their operation efficiency. Furthermore, it can have theoretical guidance for service-oriented organizations to develop a harmonious consumption culture and organizational culture.

The purpose of this study is to examine the effect of coworkers’ interpersonal justice (defined as the extent to which one is treated by coworkers with dignity, courtesy and respect) on team citizenship behaviors. More precisely, the authors first test the mediating role played by both team-member exchange and team identification in this relationship. Further, they examine the moderating role of extraversion in these two mediating mechanisms.

Based on 134 subordinate–supervisor dyads, the authors conducted moderated multiple mediation analysis.

The results of this study showed that, for highly extraverted employees, coworkers’ interpersonal justice positively influences team citizenship behaviors because of an exchange relationship of better quality among the team members. In contrast, for employees with low or medium levels of extraversion, the positive effect of coworkers’ interpersonal justice on team citizenship behaviors is explained by their higher identification with the team.

This paper holds important implications for management practice in teamwork environment. Given coworkers' interpersonal justice role in determining team citizenship behaviors, the findings of this study highlight the importance of establishing a work culture where each employee treats others fairly.

Overall, these findings indicate that, depending on the level of employees’ extraversion, mechanisms grounded in the social exchange and the social identity perspectives act as complementary mechanisms in the team-focused justice–citizenship behaviors relationship.

For businesses today, employee performance is most important. Therefore, this paper aims to the greater purpose of ‘ideal workplace’; focusing on determining the effect of workplace spirituality on employee performance because organizations tend to neglect employees’ spiritual and/or mental wellness but well-maintain the output. This paper also shines light on the mediating role of organizational citizenship behavior and the moderating nature of employee’s emotional intelligence.

The study was conducted with a cross-sectional descriptive and analytical approach. Data were collected in two rounds. In total, 761 responses (416 offline and 345 online) were analyzed for all four hypotheses using statistical data package for social sciences and analysis of moments structure; imploring correlation, regression and mediation and moderation analysis.

The study found that workplace spirituality is indeed positively linked with employees’ performance. Organizational citizenship behavior is positively associated with workplace spirituality and employee performance. Mediation analysis indicated that organizational citizenship behavior significantly enhances the relationship of workplace spirituality and employee performance. Moderation analysis suggested that employee’s emotional intelligence significantly boosts employee performance.

This research offers deep and critical insights for curating future research and managerial practices, strengthening the concept of workplace spirituality as a promising area in the fields of human resource management and organizational psychology. The study uses a unique approach and provides exclusive findings regarding Indian service and manufacturing professionals.

Sustainability is seeking for a new approach to bolster organisational success as it is expected to be mobilised through collaborative efforts of employees and management. The present study aims to examine the moderating role of sustainability practices between self-efficacy and organisational citizenship behaviour (OCB).

A total of 527 full-time executives employed in Indian public and private manufacturing industries were surveyed. Harman’s single-factor test was carried out using analysis of moment structures (AMOS 20.0) to test the bias associated because of common method variance (CMV). Moderated regression analysis was used through hierarchical models to test the proposed hypotheses.

The results indicate a positive relationship between self-efficacy and OCB. The significant moderation effect was observed in the interaction graph, as the simple slope analysis indicated relatively high level of sustainability practices and self-efficacy and they were found to be positively associated with OCB.

The cross-sectional sample of executives employed in Indian manufacturing organisations limits the generalisation of the findings. The study has not figured the temporal effects and hence longitudinal studies have also been proposed for the assessment of causality.

Organisations are expected to foster inclusiveness and open channel of communication with their employees to execute best sustainable practices. HR department need to create awareness among their employees and establish an ongoing feedback mechanism to promote such psychological drives.

The proposed model and the subsequent findings of the study extend the literature on the relationship among self-efficacy, OCB and sustainability practices. The outcome of this work can be used by HR functionaries and senior management practitioners while formulating and implementing the sustainability strategies.

Drawing on organizational support theory, this study aims to propose and test a moderated path analysis to explore the interactive effect of perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior, as well as the mediating effect of perceived organizational support.

Hypotheses are tested using two-phase survey data collected from 398 dyads of employees and their immediate supervisors from 26 (three-to-five star) hotels in Taiwan.

The hierarchical linear modeling results suggest that perceived organizational support mediates the relationship between perceived supervisor support and organizational citizenship behavior. These findings indicate that supervisors’ organizational embodiment positively moderates the relationship between perceived supervisor support and perceived organizational support, which, in turn, mediates the interaction between perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior.

This is the first study to examine the moderating role of supervisors’ organizational embodiment in hospitality domain. In high or low supervisors’ organizational embodiment context, hotels are supposed to assign representative managers that could strengthen the efficiency of perceived supervisor support. Finally, employees will perceive organizational support and then lead to employee organizational citizenship behavior.

Previous research indicates that perceived organizational support positively impacts various employee outcomes. However, the antecedents and psychological mechanisms of perceived organizational support are still not well understood. This research intends to fill these gaps in the literature.

Grounding upon moral cleansing and self-completion theories, this paper examines how workplace deviant behavior motivates employees to engage in subsequent compensatory actions—organizational citizenship behavior and prosocial behavior—triggered by the state of moral emotion – guilt. The article also explores and tests the role of task characteristics—task visibility—as a boundary condition in the guilt-mediated relationship between deviant employee behavior and compensatory behaviors.

A survey study on 396 full-time employees working for organizations operating in various industries is conducted to test the hypothesized mediated moderation model empirically. The authors conducted a structural equation modeling to provide empirical evidence for the proposed hypotheses.

Offering both theoretical and practical implications, the findings of the study revealed that a deviance-triggered state of guilt encourages subsequent reparative actions, such as organizational citizenship behavior and prosocial behaviors. The results also showed that the level of task visibility had a significant role as a boundary condition in the relationships between workplace deviant behavior and reparative behaviors.

Unlike previous research, which mainly found a negative connection between harming actions (i.e. deviant behavior) and helping behaviors (i.e. citizenship and prosocial behavior), this paper investigated and found how the state of guilt could be a mediator to link workplace deviant behavior to organizational citizenship behavior and prosocial behavior through moral cleansing and self-completion processes.

The purpose of this paper is to examine the role of prosocial and intrinsic motivation and their interaction in predicting employees’ organizational citizenship behaviour (OCB) and its dimensions.

In total, 884 employees from Lithuanian public sector were surveyed. The hypotheses were tested using hierarchical regression and moderation analyses.

The results revealed that prosocial and intrinsic motivations predicted OCB and its dimensions. Moreover, intrinsic motivation was found to moderate the relationship between prosocial motivation and OCB and four of its dimensions, i.e. intrinsic motivation strengthened the relationship between prosocial motivation and OCB and its dimensions of altruism, courtesy, conscientiousness, and initiative.

The correlational design of the study does not allow making causal statements. In addition, the sample consisted of public sector employees only; therefore, caution should be made when applying the results to private sector employees. Finally, since all measures were self-reported, the data may suffer from common method bias.

This study contributes to investigation of motivational antecedents of OCB by revealing the importance of prosocial and intrinsic motivation in predicting employees’ citizenship behaviour.

Though widely studied, organisational citizenship behaviour (OCB) is yet to emerge as a thoroughly understood concept. For instance, citizenship behaviours emanating from self-serving motives remain largely unexplored. The purpose of this study is to investigate the role of psychological ownership in differentiating individuals with genuine motives (“soldiers”) from those with self-serving motives (“actors”).

The study defines and operationalises genuineness of OCBs by comparing self-rated and others-rated citizenship behaviours. It is hypothesised that psychological ownership is positively associated with citizenship behaviour, and this relationship is positively moderated by degree of genuineness. All the hypothesised relationships are tested on the basis of empirical evidence produced by a two-wave study on a cross-hierarchical matched sample (n = 338) in a large Indian IT MNC.

A strong positive relationship between psychological ownership and citizenship behaviour was observed. A positive moderation by genuineness was also found suggesting that relationship between psychological ownership and citizenship behaviour became stronger with higher genuineness. In a nutshell, the results indicated that soldiers and actors could be differentiated on the basis of their relative scores on psychological ownership.

Apart from theoretical contributions, the present study offers a headway to managers in identifying employees who engage in citizenship behaviour out of genuine motives toward their organisation. As citizenship behaviours increasingly find prominence in employees’ self-appraisal, this differentiation assumes importance in promoting workplace fairness.

This article investigates (in)direct relationships between team-level entrepreneurial orientation and team performance, where team entrepreneurial orientation (EO) is measured as a team-level construct, not as concentration of team members' scores. In this article, the authors present and explore how EO-oriented behaviour within a team affect its performance, taking into account the team's trust in a manager and commitment to team and company goals.

This article focuses on a quantitative analysis of 55 teams operating within a large high-tech manufacturing enterprise, gathered through a traditional survey. The conceptual framework for this research was based on the theories of organisational citizenship, extra-role behaviour and social exchange. The authors explain how contextual factors establish a framework which enables team EO transformation towards higher performance of teams.

The results show that (team) performance benefits from EO-related behaviours. However, individual dimensions of EO are not universally beneficial and need to be combined with a mutual trust and/or commitment to team enterprise's goals to achieve high performance.

The findings provide important insight into which team factors may be targeted at the intervention or support of team members, including managers and immediate superiors who lack an active personality and are not willing to take risks at workplace. The authors adopted EO instruments, mutual trust and commitment from an individual scale to a team one, and also offer new opportunities to analyse such phenomena from a new level and evaluate them from the perspective of team managers.