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Contributing beyond the call of duty: examining the role of culture in fostering citizenship behavior and success in project‐based work
Author(s) -
Aronson Zvi H.,
Lechler Thomas G.
Publication year - 2009
Publication title -
randd management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.253
H-Index - 102
eISSN - 1467-9310
pISSN - 0033-6807
DOI - 10.1111/j.1467-9310.2009.00573.x
Subject(s) - citizenship , duty , work (physics) , structural equation modeling , control (management) , organizational citizenship behavior , business , product (mathematics) , public relations , work behavior , process management , marketing , computer science , political science , engineering , management , economics , organizational commitment , mechanical engineering , politics , mathematics , geometry , machine learning , law
Shifting goals, priorities and evolving customer demands require an exceptional effort, beyond the call of duty, on the part of employees to increase the likelihood for successful implementation of technologically driven projects. Our model posits that citizenship behavior, which captures individuals' behavior that goes above and beyond prescribed roles, effects project success and is influenced by the culture that exists in the project. We provide support for the model utilizing 222 participants in 71 product development, IT implementation and engineering projects, originating in firms from various industries in the United States using structural equation modeling. Owing to the constraints typically facing project managers, in terms of personnel availability and control over rewards, our findings suggest that project culture can be used by managers as an alternative lever to trigger employees' citizenship behavior, which in turn drives success. We provide valuable implications for individuals assigned to lead projects, who are concerned with aligning project culture with citizenship behavior, as part of their planning activities.