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Journal cover: Management Decision

Management Decision

ISSN: 0025-1747
Incorporates: Journal of Management History (Archive)

Online from: 1967

Subject Area: Management Science/Management Studies

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Organizational citizenship behavior: a case study of culture, leadership and trust

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Title:Organizational citizenship behavior: a case study of culture, leadership and trust
Author(s):Steven Appelbaum, (John Molson School of Business, Concordia University, Montreal, Canada), Nicolas Bartolomucci, (Bombardier Aerospace, Montreal, Canada), Erika Beaumier, (Axa Canada, Montreal, Canada), Jonathan Boulanger, (Roland Boulanger & Co. Ltd, Montreal, Canada), Rodney Corrigan, (Quebec Stevedoring Company Limited, Quebec City, Canada), Isabelle Doré, (Bell Canada, Montreal, Canada), Chrystine Girard, (Copie Zero Television and Media, Inc., Montreal, Canada), Carlo Serroni, (Vifan Canada, Montreal, Canada)
Citation:Steven Appelbaum, Nicolas Bartolomucci, Erika Beaumier, Jonathan Boulanger, Rodney Corrigan, Isabelle Doré, Chrystine Girard, Carlo Serroni, (2004) "Organizational citizenship behavior: a case study of culture, leadership and trust", Management Decision, Vol. 42 Iss: 1, pp.13 - 40
Keywords:Case studies, Leadership, Organizational behaviour, Organizational culture, Trust
Article type:Research paper
DOI:10.1108/00251740410504412 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Abstract:The case will test two hypotheses regarding three variables influencing the level of employee satisfaction and organizational citizenship at GAMMA, a manufacturer of plastics. Two hypotheses were developed from a review of the literature and initial results from exploratory research (?H1: low employee satisfaction at GAMMA is a direct result of an autocratic leadership style, low trust environment and weak corporate culture; H2: low employee citizenship is a direct result of low employee satisfaction). Results suggest that although the perception was that employee satisfaction and organizational citizenship were low (from the exploratory research); both quantitative and descriptive data indicated these were not. Moreover, the hypotheses were not conclusively supported quantitatively. High trust was not obtained. Also a specific high leadership style and a specific culture resulting in high employee satisfaction were also questionable. Moreover, it was not observed that a strong correlation existed statistically. H1 is therefore not conclusive quantitatively. H2 does not demonstrate a high level of employee citizenship and employee satisfaction correlation. Despite these results, it is recommended management employ the following action plan: do not change current leadership style; develop an action plan to increase trust starting with increasing accessibility of management to employees; develop an action plan to move from current culture to preferred expressed culture starting by rewarding team activity rather than individual activities; improve employee satisfaction even if the observed level is medium to high.

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