The impact of empathy, concern with future consequences, and time horizon on organizational citizenship behaviors

Joireman, J and Kamdar, D and Daniels, D and Duell, B (2005) The impact of empathy, concern with future consequences, and time horizon on organizational citizenship behaviors. In: Academy of Management 2005 Annual Meeting: A New Vision of Management in the 21st Century, 5 August 2005 through 10 August 2005, US.

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Abstract

We hypothesized that organizational citizenship behaviors represent a social dilemma in which short-term employee sacrifice leads to long-term organizational benefits. Three studies involving 643 engineers supported this hypothesis in two ways. First, participants rated OCBs as costly to an employee in the short-run, and beneficial to an organization in the long-run. Second, self-reported (Study 2) and supervisor-rated (Study 3) likelihood of engaging in OCBs was higher among those high in empathy (Davis, 1983) and those who adopted a long-term horizon within an organization. Most important, empathy showed a stronger relationship with OCBs when participants adopted a short-term horizon, and individuals high in concern with future consequences were less likely to engage in OCBs under a short-term horizon. We explore the implications of these findings for practice as well as research.

ISB Creators:
ISB CreatorsORCiD
Kamdar, DUNSPECIFIED
Item Type: Conference or Workshop Item (Paper)
Subjects: Organization Behavior
Depositing User: LRC ISB
Date Deposited: 24 Oct 2014 11:16
Last Modified: 24 Oct 2014 11:16
URI: http://eprints.exchange.isb.edu/id/eprint/24
Publisher URL: http://dx.doi.org/10.5465/AMBPP.2005.18780482
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