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date: 21 November 2019

Abstract and Keywords

Scholars largely agree that organizational citizenship behavior (OCB) is a behavioral construct that promotes individual performance and, in the aggregate, unit and organizational functioning and effectiveness. However, there are some views of the OCB construct that blur its conceptual lines with other constructs, thus limiting the theoretical, empirical, and practical insights we can draw from our research. In this chapter, we offer a counterpoint to the idea that the OCB and engagement constructs are largely redundant and that they should be combined. We first describe the nature of the two concepts and identify similarities and core distinctions. We then position OCB and engagement in a general framework that clarifies how and under what conditions they are related more or less strongly. Finally, we offer a road map for future research based on insights gleaned from considering associations and theoretical gaps among the two constructs’ dimensions.

Keywords: organizational citizenship behavior, engagement, OCB, behavioral construct, individual performance

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