Organisational citizenship behaviors of directors: An integrated framework of director role-identity and boardroom structure
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.
Board capital, Board informal hierarchy, Board of directors, Director identity, Organization citizenship behavior
Business Law, Public Responsibility, and Ethics | Organizational Behavior and Theory | Strategic Management Policy
Strategy and Organisation
Journal of Business Ethics
YOSHIKAWA, Toru and HU, Helen Wei.
Organisational citizenship behaviors of directors: An integrated framework of director role-identity and boardroom structure. (2015). Journal of Business Ethics. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/5055