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Perceived organizational exploitation and organizational citizenship behavior: a social identity perspective

Author

Listed:
  • Long-Zeng Wu

    (Xiamen University)

  • Yucheng Huang

    (Xiamen University)

  • Zhuanzhuan Sun

    (Qingdao University)

  • Yijing Lyu

    (Xiamen University)

  • Yijiao Ye

    (Shenzhen University)

  • Ho Kwong Kwan

    (China Europe International Business School (CEIBS))

  • Xinyu Liu

    (The University of Hong Kong)

Abstract

Based on social identity theory, this research investigates the mechanism between perceived organizational exploitation and employees’ organizational citizenship behavior. Using data collected from 340 supervisor–subordinate dyads in 6 hotels in China, our findings indicate that perceived organizational exploitation negatively influences employees’ OCB. Moreover, organizational identification is found to fully mediate the associations between perceived organizational exploitation and employees’ OCB. Furthermore, power distance weakens the direct effect of perceived organizational exploitation on organizational identification, as well as its indirect effects on employees’ OCB. The theoretical and managerial implications of these findings are discussed.

Suggested Citation

  • Long-Zeng Wu & Yucheng Huang & Zhuanzhuan Sun & Yijing Lyu & Yijiao Ye & Ho Kwong Kwan & Xinyu Liu, 2025. "Perceived organizational exploitation and organizational citizenship behavior: a social identity perspective," Asia Pacific Journal of Management, Springer, vol. 42(2), pages 503-525, June.
    • Handle: RePEc:kap:asiapa:v:42:y:2025:i:2:d:10.1007_s10490-023-09919-z
    DOI: 10.1007/s10490-023-09919-z
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