When does role ambiguity escalate into diminished change-oriented organizational citizenship behavior?
Autor(a) principal: | |
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Data de Publicação: | 2023 |
Outros Autores: | |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
Texto Completo: | http://hdl.handle.net/10071/29084 |
Resumo: | This research investigates how employees’ experience of role ambiguity may dampen their change-oriented organizational citizenship behavior (OCB), a harmful process that might be buffered by employees’ access to relevant resources, stemming from their work (work passion), coworkers (peer harmony), or employing organization (affective commitment). If the hardships induced by unclear job descriptions can be subdued by these complementary, energy-enhancing resources, it becomes less likely that employees respond to resource-draining job conditions by halting extra-role work activities. Survey data collected in a large transportation company offer empirical support for these mitigating effects. As a primary conclusion, this study reveals that organizations that cannot eliminate role ambiguity completely for employees still can guarantee a certain degree of change-oriented OCB, by nurturing various resources that generate positive emotional energy among employees. |
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When does role ambiguity escalate into diminished change-oriented organizational citizenship behavior?Affective commitmentChange-oriented OCBConservation of resources theoryPeer harmonyRole ambiguityWork passionThis research investigates how employees’ experience of role ambiguity may dampen their change-oriented organizational citizenship behavior (OCB), a harmful process that might be buffered by employees’ access to relevant resources, stemming from their work (work passion), coworkers (peer harmony), or employing organization (affective commitment). If the hardships induced by unclear job descriptions can be subdued by these complementary, energy-enhancing resources, it becomes less likely that employees respond to resource-draining job conditions by halting extra-role work activities. Survey data collected in a large transportation company offer empirical support for these mitigating effects. As a primary conclusion, this study reveals that organizations that cannot eliminate role ambiguity completely for employees still can guarantee a certain degree of change-oriented OCB, by nurturing various resources that generate positive emotional energy among employees.SAGE Publications2023-07-27T13:41:06Z2023-01-01T00:00:00Z20232023-07-27T14:34:03Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articleapplication/pdfhttp://hdl.handle.net/10071/29084eng0306-307010.1177/03063070231191878De Clercq, D.Pereira, R.info:eu-repo/semantics/openAccessreponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2023-11-09T17:56:22Zoai:repositorio.iscte-iul.pt:10071/29084Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-19T22:28:52.990455Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse |
dc.title.none.fl_str_mv |
When does role ambiguity escalate into diminished change-oriented organizational citizenship behavior? |
title |
When does role ambiguity escalate into diminished change-oriented organizational citizenship behavior? |
spellingShingle |
When does role ambiguity escalate into diminished change-oriented organizational citizenship behavior? De Clercq, D. Affective commitment Change-oriented OCB Conservation of resources theory Peer harmony Role ambiguity Work passion |
title_short |
When does role ambiguity escalate into diminished change-oriented organizational citizenship behavior? |
title_full |
When does role ambiguity escalate into diminished change-oriented organizational citizenship behavior? |
title_fullStr |
When does role ambiguity escalate into diminished change-oriented organizational citizenship behavior? |
title_full_unstemmed |
When does role ambiguity escalate into diminished change-oriented organizational citizenship behavior? |
title_sort |
When does role ambiguity escalate into diminished change-oriented organizational citizenship behavior? |
author |
De Clercq, D. |
author_facet |
De Clercq, D. Pereira, R. |
author_role |
author |
author2 |
Pereira, R. |
author2_role |
author |
dc.contributor.author.fl_str_mv |
De Clercq, D. Pereira, R. |
dc.subject.por.fl_str_mv |
Affective commitment Change-oriented OCB Conservation of resources theory Peer harmony Role ambiguity Work passion |
topic |
Affective commitment Change-oriented OCB Conservation of resources theory Peer harmony Role ambiguity Work passion |
description |
This research investigates how employees’ experience of role ambiguity may dampen their change-oriented organizational citizenship behavior (OCB), a harmful process that might be buffered by employees’ access to relevant resources, stemming from their work (work passion), coworkers (peer harmony), or employing organization (affective commitment). If the hardships induced by unclear job descriptions can be subdued by these complementary, energy-enhancing resources, it becomes less likely that employees respond to resource-draining job conditions by halting extra-role work activities. Survey data collected in a large transportation company offer empirical support for these mitigating effects. As a primary conclusion, this study reveals that organizations that cannot eliminate role ambiguity completely for employees still can guarantee a certain degree of change-oriented OCB, by nurturing various resources that generate positive emotional energy among employees. |
publishDate |
2023 |
dc.date.none.fl_str_mv |
2023-07-27T13:41:06Z 2023-01-01T00:00:00Z 2023 2023-07-27T14:34:03Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/10071/29084 |
url |
http://hdl.handle.net/10071/29084 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
0306-3070 10.1177/03063070231191878 |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
SAGE Publications |
publisher.none.fl_str_mv |
SAGE Publications |
dc.source.none.fl_str_mv |
reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação instacron:RCAAP |
instname_str |
Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
instacron_str |
RCAAP |
institution |
RCAAP |
reponame_str |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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1799134851302948864 |