Perceived organizational exploitation and organizational citizenship behavior: a social identity perspective

Long-Zeng Wu (), Yucheng Huang (), Zhuanzhuan Sun (), Yijing Lyu (), Yijiao Ye (), Ho Kwong Kwan () and Xinyu Liu ()
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Long-Zeng Wu: Xiamen University
Yucheng Huang: Xiamen University
Zhuanzhuan Sun: Qingdao University
Yijing Lyu: Xiamen University
Yijiao Ye: Shenzhen University
Ho Kwong Kwan: China Europe International Business School (CEIBS)
Xinyu Liu: The University of Hong Kong

Asia Pacific Journal of Management, 2025, vol. 42, issue 2, No 1, 503-525

Abstract: Abstract Based on social identity theory, this research investigates the mechanism between perceived organizational exploitation and employees’ organizational citizenship behavior. Using data collected from 340 supervisor–subordinate dyads in 6 hotels in China, our findings indicate that perceived organizational exploitation negatively influences employees’ OCB. Moreover, organizational identification is found to fully mediate the associations between perceived organizational exploitation and employees’ OCB. Furthermore, power distance weakens the direct effect of perceived organizational exploitation on organizational identification, as well as its indirect effects on employees’ OCB. The theoretical and managerial implications of these findings are discussed.

Keywords: Perceived organizational exploitation; Organizational identification; Power distance; Organizational citizenship behavior; Social identity theory (search for similar items in EconPapers)
Date: 2025
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DOI: 10.1007/s10490-023-09919-z

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