Contents 1 Introduction
Along with task and counterproductive performance, citizenship performance/behavior is regarded as an important element that constitutes the domain of job performance[1] Organ (1997) defined citizenship performance as behaviors contribute to organizational effectiveness in ways that shape the organizational, social, and psychological context that serves as the catalyst for task activities and processes[2]. He also pointed out that individual behavior is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization[3]. With the flat tendency of organization structure and the increment of knowledge workers, citizenship performance has been playing more and more important roles in organizations. Therefore, more and more organizational scholars and practitioners have shifted their interest from task performance to organizational citizenship behavior (OCB) in the past two decades [4]. The current study is going to explore the antecedents of citizenship behaviors from employee individual level, focusing on the roles of individualism-collectivism (I-C) in influencing citizenship behaviors.
