DocumentCode
2275388
Title
Notice of Retraction
Learning through organizational citizenship behavior
Author
Jin-Zhao Deng
Author_Institution
Sch. of Manage., Zhejiang Univ., Hangzhou, China
Volume
4
fYear
2010
fDate
10-12 Aug. 2010
Firstpage
2125
Lastpage
2128
Abstract
Notice of Retraction
After careful and considered review of the content of this paper by a duly constituted expert committee, this paper has been found to be in violation of IEEE´s Publication Principles.
We hereby retract the content of this paper. Reasonable effort should be made to remove all past references to this paper.
The presenting author of this paper has the option to appeal this decision by contacting TPII@ieee.org.
Organizational citizenship behavior (OCBs) be characterized with going beyond formal role requirements and wide participation for organizational interests. Previous research on organizational citizenship behavior draw a general conclusion that organizational citizenship behavior had a critical relation with organizational functioning. But little work recovers the internal mechanism by which organizational citizenship behavior facilitate organizational performance and effectiveness. Based on social embeddedness theory, this paper proposes that organizational citizenship behavior, especially, the social participation, advocacy participation, functional participation and focus on tasks contribute to internal learning, explorative learning, emergent learning, and exploitation learning between individual, and consequently enhance organizational functioning and performance. In the last section the paper briefly discussed the theoretical contributions of the analysis framework and give suggestion about future research direction.
After careful and considered review of the content of this paper by a duly constituted expert committee, this paper has been found to be in violation of IEEE´s Publication Principles.
We hereby retract the content of this paper. Reasonable effort should be made to remove all past references to this paper.
The presenting author of this paper has the option to appeal this decision by contacting TPII@ieee.org.
Organizational citizenship behavior (OCBs) be characterized with going beyond formal role requirements and wide participation for organizational interests. Previous research on organizational citizenship behavior draw a general conclusion that organizational citizenship behavior had a critical relation with organizational functioning. But little work recovers the internal mechanism by which organizational citizenship behavior facilitate organizational performance and effectiveness. Based on social embeddedness theory, this paper proposes that organizational citizenship behavior, especially, the social participation, advocacy participation, functional participation and focus on tasks contribute to internal learning, explorative learning, emergent learning, and exploitation learning between individual, and consequently enhance organizational functioning and performance. In the last section the paper briefly discussed the theoretical contributions of the analysis framework and give suggestion about future research direction.
Keywords
competitive intelligence; organisational aspects; socio-economic effects; advocacy participation; emergent learning; exploitation learning; functional participation; organizational citizenship behavior; organizational effectiveness; organizational functioning; organizational interests; organizational learning; organizational performance; social embeddedness theory; social participation; Book reviews; Organizations; Productivity; Psychology; Social network services; Standards organizations; Technological innovation; Learning; Organizational citizenship behavior; Organizational performance; Social embeddedness;
fLanguage
English
Publisher
ieee
Conference_Titel
Natural Computation (ICNC), 2010 Sixth International Conference on
Conference_Location
Yantai
Print_ISBN
978-1-4244-5958-2
Type
conf
DOI
10.1109/ICNC.2010.5582471
Filename
5582471
Link To Document