Stimuli of Organization Citizenship Behavior and Performance: The Moderating Role of Organizational Strategy Awareness

Abstract

Organizations literature is advanced to conceptualize the notion of organization citizenship behavior (OCB) as a strategic concern to thrive performance. The paper explains various stimuli of the OCB and how the emergent OCB transforms to performance in the presence of a well communicated organizational strategy. Related literature on OCB and the stimuli is synthesized to a rigorous partial least squares (PLS) path modeling of data from 342 employees in Services Organizations in Kuwait. It is revealed that OCB is triggered by four important factors, namely i) commitment ii) loyalty iii ) communication satisfaction of employees. The resultant OCB is found to be transforming into organizational performance. The awareness of organizational strategy is, interestingly, found to be moderating these relationships. These findings have advanced the theory and policy related to OCB and its conversion to organizational performance. The study, in particular, highlights how the organizational strategy has a significant factor in transforming various stimuli of OCB into successful organizational performance.