Differences in organization citizenship behavior between “serumpun” countries (Indonesia – Malaysia)
| DOI | https://doi.org/10.1108/JABS-12-2016-0178 |
| Pages | 349-361 |
| Date | 08 July 2019 |
| Published date | 08 July 2019 |
| Author | Suharnomo Suharnomo,Fathyah Hashim |
| Subject Matter | Strategy,International business |
Differences in organization citizenship
behavior between “serumpun”countries
(Indonesia –Malaysia)
Suharnomo Suharnomo and Fathyah Hashim
Abstract
Purpose –This paper aims to examine the effect of job motivation and commitment on organizational
citizenship behavior (OCB) of Indonesian and Malaysian employees. Organizational and national
cultures are introduced as moderators and OCB as a mediator to investigate their relationships in the
contextof job performance.
Design/methodology/approach –The sample wasdrawn from employees using a purposive sampling
method.A totalof 264 valid questionnaires were obtained fromemployees. The data were analyzed using
regressionanalysis.
Findings –The results show that job commitmentand job motivation positively affect OCB in Indonesia
but not Malaysia. The resultsalso reveal that job motivation affects OCB in both countries. In Indonesia,
organizational culture and national culture partially moderate the influence of job commitment and
motivation on OCB, except the commitment to the organization’s culture. However, roles of these
moderators in job commitment and motivationare not evident in Malaysia. The result of this study also
shows thatOCB affects performance in Malaysia but not Indonesia.
Practical implications –The results of this study can be used to explore Indonesian and Malaysian
employees. Although the culture of these two countries is originated from the same roots which cause
many similarities among them, thereare differences in terms of OCB and employee’s performance that
can affect organizationalperformance and also ways in dealing business with Indonesianand Malaysian
companies.
Originality/value –This study is one of the first studies to examine cross-cultural dimensions in two
SoutheastAsian countries. The findings contribute to the current OCB literatureby confirming the roles of
OCB and culturein the effects of job motivation and commitment on job performance.
Keywords Organizational commitment, Organizational citizenship behavior, Organizational culture,
Job performance, National culture, Job motivation,cross-cultural comparison
Paper type Research paper
Introduction
Researchers in various fields have highlighted the importance of organizational
citizenship behavior (OCB) to the success of an organization (Podsakoff et al., 2000).
OCB refers to individual work behavior beyond the call of duty that in aggregate
benefits the effective functioning of the organization. “Beyond the call of duty” implies
that the positive behaviors may or may not be rewarded by a formal reward system
(Organ et al., 2006).
Several antecedents of OCB have been suggested, including job motivation and
organizational commitment (Podsakoff et al., 2000), motivation (Barbuto et al.,2001;
Penner, et al.,1997;Tang and Ibrahim, 1998) and organizational commitment (Alizadeh
et al.,2012
;Ibrahim and Aslinda, 2013;Shirley, 2010). Employees with strong commitment
Suharnomo Suharnomo is
based at the Department of
Management, Universitas
Diponegoro Fakultas
Ekonomika dan Bisnis,
Semarang, Indonesia.
Fathyah Hashim is based at
Graduate School of
Business, Universiti Sains
Malaysia, Minden,
Malaysia.
Received 27 December 2016
Revised 25 May 2017
21 June 2017
11 August 2017
Accepted 5 October 2017
DOI 10.1108/JABS-12-2016-0178 VOL. 13 NO. 3 2019, pp. 349-361, ©Emerald Publishing Limited, ISSN 1558-7894 jJOURNAL OF ASIA BUSINESS STUDIES jPAGE 349
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