Special Issue on Corporate Transformation in the People's Republic of China: Organizational Citizenship Behavior in the People's Republic of China

Western scholars have increasingly emphasized the importance of employee actions that are not specifically designated in their formal job duties, or organizational citizenship behavior (OCB). Most of these studies were conducted in the U.S. using US employee population as samples. Using an inductive approach, we examined forms of OCB in the People’s Republic of China, a socialist country with strong collectivism. From a diverse sample of 166 employees and managers in 75 state-owned, collective, joint venture, and private enterprises in the PRC, we collected 756 OCB items that were commonly observed at workplace. These items were then subjected to a rigorous content analysis to identify major forms of OCB. Results of our analysis revealed 11 dimensions of OCB with six dimensions not evident in the Western literature. Types of organizations influenced the reporting of various forms of OCB. Results suggested that Chinese formulation of OCB differs from its Western counterparts, and is embedded in its unique social and cultural context.

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