Journal of Business Ethics

, Volume 143, Issue 1, pp 99–109 | Cite as

Organizational Citizenship Behaviors of Directors: An Integrated Framework of Director Role-Identity and Boardroom Structure

  • Toru YoshikawaEmail author
  • Helen Wei Hu


While directors’ task boundaries are usually ambiguous, some of their activities or behaviors clearly constitute their formal duties, whereas others are usually perceived as organizational citizenship behavior (OCB). Applying identity theory, we present a theoretical model that demonstrates one of the key drivers for directors to engage in OCB with a focus on their role identity. We argue that an individual director’s role identity is one of the key factors that motivate directors to engage in OCB. Furthermore, we propose that two board-level contingencies, board capital, and informal board hierarchy order, can moderate the effect of directors’ role-identity salience on their OCB. That is, low levels of board capital and directors’ higher positions in a board’s informal hierarchy enhance directors’ motivation to engage in OCB.


Board capital Board informal hierarchy Board of directors Director identity Organization citizenship behavior 


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Copyright information

© Springer Science+Business Media Dordrecht 2015

Authors and Affiliations

  1. 1.Lee Kong Chian School of BusinessSingapore Management UniversitySingaporeSingapore
  2. 2.Department of Management & MarketingUniversity of MelbourneMelbourneAustralia

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