Table of Contents: Chapter Availability
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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 |