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date: 21 November 2019

Abstract and Keywords

Organizational citizenship behavior (OCB) is essential for organizations to gain and maintain competitive advantage in environments with constantly evolving demands. Although most of the literature implicitly assumes that OCB predicts positive work attitudes, affective states, cognitions, and behavior for employees and organizations, some work raises the question of when OCB fails to produce positive consequences, and scholars have called for a more balanced perspective that acknowledges possible negative consequences of OCB. In this chapter, we focus on the unintended negative outcomes of helping OCB to recipients. More specifically, we consider factors that paradoxically cause positively intended helping to backfire and have negative effects on recipients. To date, most research on outcomes of OCB has focused on performance outcomes. In contrast, we focus on nonperformance outcomes for recipients of helping because nonperformance outcomes are more proximal and can shed light on processes that influence more distal outcomes, such as performance.

Keywords: organizational citizenship behavior, helping, empathy, self-esteem, nonperformance outcomes

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