Organizational Citizenship Behaviors of Directors: An Integrated Framework of Director Role-Identity and Boardroom Structure

Toru Yoshikawa () and Helen Wei Hu ()
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Toru Yoshikawa: Singapore Management University
Helen Wei Hu: University of Melbourne

Journal of Business Ethics, 2017, vol. 143, issue 1, No 7, 99-109

Abstract: Abstract While directors’ task boundaries are usually ambiguous, some of their activities or behaviors clearly constitute their formal duties, whereas others are usually perceived as organizational citizenship behavior (OCB). Applying identity theory, we present a theoretical model that demonstrates one of the key drivers for directors to engage in OCB with a focus on their role identity. We argue that an individual director’s role identity is one of the key factors that motivate directors to engage in OCB. Furthermore, we propose that two board-level contingencies, board capital, and informal board hierarchy order, can moderate the effect of directors’ role-identity salience on their OCB. That is, low levels of board capital and directors’ higher positions in a board’s informal hierarchy enhance directors’ motivation to engage in OCB.

Keywords: Board capital; Board informal hierarchy; Board of directors; Director identity; Organization citizenship behavior (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (5)

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DOI: 10.1007/s10551-015-2808-9

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