Effects of organizational citizenship behaviour on group performance : Results from an agent‐based simulation model

Purpose – The purpose of this paper is to examine the effects of organizational citizenship behaviour (OCB) on organizational effectiveness. Specifically, it investigates the impact of helping behaviour on a group where members withhold the effort on job. Design/methodology/approach – Results are drawn from an agent‐based simulation model of a workgroup that has to accomplish some tasks for a specific duration. Findings – When there are group members withholding effort, OCB decreases organizational effectiveness; on the contrary, when individuals provide much effort in the job, OCB enhances group performance. High performance is reached by the group who are able to learn when OCB is appropriate and fitting. Research limitations/implications – Limitations of this paper are strictly linked to the absence of empirical analysis. The simulation model provides a logical and consistent theory that needs an empirical validation. Practical implications – This paper helps workers and supervisors since it warns them on the OCB gap and suggests that in the place of a blind OCB, the groups need to share a smart OCB to cultivate altruism with people who work hard, and to exclude the others. Originality/value – In the study of OCBs determinants and consequences, the academy has almost exclusively assembled on positive factors. This paper shows the OCB dark side and it asserts that citizenship effects on organization performance are not predetermined as a conceptual assumption. Effectiveness is assured by a dynamic and selective OCB only toward good workers.