Relationships and organizational citizenship behavior: A social network approach

This study examines the effects of social network ties on the performance and receipt of interpersonal citizenship behavior in an organization. Interpersonal citizenship behavior (ICB) is defined as any assistance provided by one employee to another beyond what is prescribed in one's job description. ICB is one of the most valuable forms of organizational citizenship behavior (OCB) to firms. Research in the past has related ICB to individual attributes such as satisfaction with, and commitment to the organization. Previous research has failed to look at interpersonal relationships as a cause of ICB. A field study involving 141 employees of a manufacturing firm provided evidence that social network ties are related to the performance and receipt of ICB. Results support hypothesized relationships based on social exchange theory that suggest friendship, group size, and group density are related to performance and receipt of ICBs. Support was also found for impression management based hypotheses suggesting that asymmetrical friendships and asymmetrical influence, third party influence, centrality, and prestige are related to the performance and receipt of ICBs. Employees with strong friendships and in weaker power positions are likely to perform ICBs, while those in powerful network positions are likely to receive ICBs. Implications for future research and suggestions for management practitioners are discussed.