Book Description:
The Handbook of Organizational Citizenship Behavior is the first book on this topic since 1988. It contains 20 timely chapters providing a wealth of information on OCB in its traditional conceptualization as well as new ideas suggesting the future of the construct. This multidisciplinary construct, which includes management, marketing, industrial psychology, public administration, healthcare, education, tourism and hospitality, and related fields, provides significant benefits to employees, managers, and the organization. Consequently, it is of great interest to academicians.
The book is divided into four sections. The first, “Conceptualizations”, contains five chapters that propose new ways of conceptualizing OCB and point to the future of OCB research. The second section “Measurement and Level of Analysis” contains three chapters that address measurement of OCB and consider the individual, group, and organizational levels of analysis. “Antecedents of OCB” comprise the third section, which includes social exchange networks, role identity, autonomy and empowerment, motivational traits, rewards and punishments, context, and OCB as social dilemmas. The fourth section is “Consequences of OCB”, focuses on the elusive OCB-effectiveness link, the impact of OCB on turnover, OCB and Burnout, and customers as good soldiers.

Table of Contents:
Chapter Availability

Individual chapters are available for $25 each by sending an email to novascience@earthlink.net. Nova will provide the chapter for your easy downloading or send it as an email attachment if you prefer.

Preface; PART 1. CONCEPTUALIZATIONS OF ORGANIZATIONAL CITIZENSHIP pp.1-2

Chapter 1. The Circumplex Model and the Future of Organizational Citizenship Research (Henry Moon et al., Emory University); pp.3-24

Chapter 2. An Integrated View of and a Common Conceptual Space for Employees Extra-Role Behaviors (Kenneth K. Eastman, Oklahoma State University and Badrinarayan Shankar Pawar, Indian Institute of Management in Ahmedabad, India);pp.25-46

Chapter 3. The Construct of Organizational Citizenship Behavior: Should We Analyze after We Have Conceptualized? (Kenneth S. Law and Chi-Sum Wong, Hong Kong University);pp.47-66

Chapter 4. Leader-Member Exchange and Contextual Performance: The Mediating Influence of Organization Based Self Esteem (Samuel Aryee et al., Hong Kong Baptist University);pp.67-78

Chapter 5. Organizational Citizenship Behaviors as Social Dilemmas: Theoretical and Methodological Developments (Denise Daniels et al., Seattle Pacific University); pp.79-106

PART 2. MEASUREMENT AND UNIT OF ANALYSIS;pp.107-108

Chapter 6. A Latent Variable Approach to Rating Source Equivalence: Who Should Provide Ratings on Organizational Citizenship Behavior Dimensions? (Robert J. Vandenberg et al., University of Georgia);pp.109-142

Chapter 7. A Unit-Level Perspective on Organizational Citizenship Behavior (Stefanie E. Naumann, Eberhardt School of Business at the University of the Pacific and Mark G. Ehrhart, San Diego State University); pp.143-156

Chapter 8. Prosocial Behavior and Performance at Three Levels of Analysis: An Integrative Model (Tjai M. Nielsen et al., University of Tennesse); pp.157-178

PART 3. ANTECEDENTS OF ORGANIZATIONAL CITIZENSHIP; pp.179-180

Chapter 9. It’s Who I Am: Role Identity and Organizational Citizenship Behavior of Volunteers (Linn Van Dyne, Michigan State University and Steven M. Farmer, Wichita State University);pp.181-208

Chapter 10. The Workplace Social Exchange Network: Its Effect on Organizational Citizenship Behavior, Contextual Performance, Job Satisfaction, and Intent to Leave (William S. Schaninger, McKinsey and Company in London, England and David L. Turnipseed, Purdue University);pp.209-242

Chapter 11. Work is its own Reward (?): Employee Perceptions About Rewarding Organizational Citizenship Behaviors (Kira Kristal Reed, Syracuse University and Deborah L. Kidder, Towson University); pp.243-266


Chapter 12. Motivational Traits and Self-Developing OCB: A Dimensional and Configurational Analysis (Soon Ang et al., Nanyang Technological University of Singapore);pp.267-290

Chapter 13. When Actions Speak as Loudly as Words: Autonomy Support, Psychological Empowerment, and Organizational Citizenship Behavior (Carol C. Cirka, Acadia Institute);pp.291-328

Chapter 14. The Relationship Between Team Context and the Team Leader’s Linking Pin Quality (Sara McComb et al., University of Massachussets);pp.329-344

Chapter 15. Refining Organizational Citizenship Behavior: The Soldiers’ Tale (Marie G. Wilson, University of Auckland);pp.345-362

Chapter 16. Corporate Philosophy and Middle Management Reality: Exploring Organizational Citizenship Behavior via Social Responsibility Strategies (Aidan McQuade et al., University of Strathclyde);pp.363-382

PART 4. CONSEQUENCES OF ORGANIZATIONAL CITIZENSHIP BEHAVIORS;pp.383-384

Chapter 17. A Theoretical Model of the Influence of Organizational Citizenship Behaviors on Organizational Effectiveness (Brian Niehoff, Kansas State University);pp.385-398

Chapter 18. Organizational Citizenship Behaviors and Burnout (Jonathon R. B. Halbesleben, University of Oklahoma and Wm. Matthew Bowler, University of North Texas in Denton);pp.399-414

Chapter 19. Customers as Good Soldiers: Extending Organizational Citizenship Behavior Research to the Customer Domain (Markus Groth et al., Australian Graduate School of Management);pp.415-434

Chapter 20. Organizational Citizenship Behavior: A Predictor of Employee Voluntary Turnover (Xiao-Ping Chen, University of Washington);pp.435-454

About The Authors. pp.455-458

Index. pp.459-465