For decades, scholars and practitioners have paid serious attention to how to facilitate extra-role behaviors of employees. While many studies have been conducted, it is not yet clear what factors facilitate or suppress those behaviors within organizations and how those factors interact with each other. The current research focuses on two extra-role behaviors of employees: innovative behavior and organizational citizenship behavior (OCB). Both behaviors have been discussed as determinants of individual and organizational performance. Filling the gap of the existing studies, the current research comprehensively considers organizational characteristics, task characteristics, and motivational factors in explaining those behaviors. Integrating two data sets, the 2015 and 2016 Perception of Public Officials Surveys administered by the Korea Institute of Public Administration (KIPA), we conducted a hierarchical linear model (HLM) analysis to examine the effects of determinants in the Korean context. Based on the multi-level analysis, this research demonstrates the positive influence of autonomy and PSM on both behaviors. Among organizational-level variables, cooperative culture increases the innovative behavior, whereas the lack of organizational support decreases it. We provide several managerial implications based on the findings.
Bibliographical noteFunding Information:
The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This work was supported by the Ministry of Education of the Republic of Korea and the National Research Foundation of Korea (NRF-2017S1A3A2067636).
All Science Journal Classification (ASJC) codes
- Public Administration
- Strategy and Management
- Organizational Behavior and Human Resource Management
- Management of Technology and Innovation