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- W2323953322 abstract "Mitchell et al.(2001) introduced a new construct “job embeddedness” as a result of their study on the causes for voluntary turnover. Job embeddedness is a crucial factor that reduces voluntary turnover but also increases employee’s favorable behaviors for the organization. Early studies on embeddedness regarded it as an antecedent of stay and focused on proving the relationship between them. Recent studies have suggested that job embeddedness could increases helpful behavior for the organization. Despite the increasing attention on more favorable consequences of job embeddedness, little empirical research has been done about it. This study investigated the effects of every subdimensions of job embeddedness on organizational citizenship behavior(OCB) with moderating effect of authentic leadership based on 709 white color workers in Korea. The results of the empirical analysis are as follows. First, the paper shows that ‘Fit’, ‘Link’ among the on-the-Job subdimensions of job embeddedness have a positive effect on OCB, while 'Fit', ‘Sacrifice’ among the off-the-job subdimensions shows a significant positive effect on OCB. Second, it is found that authentic leadership partially moderate the relationship between job embeddedness and organizational citizenship behavior. Managerial and theoretical implications were discussed based on the results of the study and recommendations for future research were suggested." @default.
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- W2323953322 date "2013-12-30" @default.
- W2323953322 modified "2023-09-26" @default.
- W2323953322 title "The Impact of Job Embeddedness on Organizational Citizenship Behavior - Moderating Effect of Authentic Leadership -" @default.
- W2323953322 doi "https://doi.org/10.14396/jhrmr.2013.20.5.63" @default.
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