An Investigation of Organizational Citizenship Behavior De-escalation

Henry, Sarah

An Investigation of Organizational Citizenship Behavior De-escalation

dc.contributor.advisor	Bolino, Mark
dc.contributor.author	Henry, Sarah
dc.contributor.committeeMember	McClean, Shawn
dc.contributor.committeeMember	Shaffer, Margaret
dc.contributor.committeeMember	Bisel, Ryan
dc.date.accessioned	2024-05-03T17:27:58Z
dc.date.available	2024-05-03T17:27:58Z
dc.date.issued	2024-05-10
dc.date.manuscript	2024-05
dc.description.abstract	Although prior research indicates that employees often feel pressure to increase levels of organizational citizenship behavior (OCB), very little systematic research has explored the opposite occurrence – when employees decrease levels of OCB. Thus, in this dissertation, I use qualitative and quantitative methodology to investigate the lived experiences of employees who engage in OCB de-escalation. Through thematic analysis, I develop a process model to explain why and how employees reduce OCB, which specific behaviors are reduced, and what consequences they experience as a result. I advance theory on OCB by highlighting the ways that fluctuations in OCB influence employees’ experiences at work. My findings also hold practical relevance, as organizations seek to curb recent trends of decreased engagement and to encourage good citizenship at work.	en_US
dc.identifier.uri	https://hdl.handle.net/11244/340284
dc.language	en_US	en_US
dc.subject	organizational behavior	en_US
dc.subject	organizational citizenship behavior	en_US
dc.subject	performance downturns	en_US
dc.thesis.degree	Ph.D.	en_US
dc.title	An Investigation of Organizational Citizenship Behavior De-escalation	en_US
ou.group	Michael F. Price College of Business	en_US
shareok.orcid	https://orcid.org/0000-0002-1382-4389	en_US