Accountability and Extra-Role Behavior |
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Authors: | Angela T Hall Gerald R Ferris |
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Institution: | (1) Department of Management, College of Business, University of Texas at San Antonio, One UTSA Circle, San Antonio, TX 78249-0631, USA;(2) Department of Management, College of Business, Florida State University, P.O. Box 3061110, Tallahassee, FL 32306-1110, USA |
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Abstract: | Accountability is a foundational element of every organization, and it exists at multiple of levels. Every organization, regardless
of size, has accountability mechanisms. However, the formal accountability mechanisms adopted by an organization are subject
to the interpretations of individual organizational actors. As such, individuals facing ostensibly similar formal organizational
accountability systems may feel or experience different levels of accountability. This distinction is critical because it
is the perception of reality (i.e., as opposed to reality itself) that drives individual behavior. In this paper, we examined
the relationship between accountability and a key organizational outcome—extra-role behaviors. Our results partially support
the notion that some level of accountability is essential, but that the relationship between accountability and extra-role
behaviors is non linear in nature, assuming a U-shaped form. Implications of these results are discussed. |
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