The moderating role of remote work in the relationship between organizational culture and OCB: case studies from the financial sector

Abstract

Purpose The purpose of this article is to show how remote working affects employees' organizational citizenship behavior (OCB). Design/methodology/approach The authors conducted research on organizations in the financial sector, as this segment was able to easily adapt to the challenges of remote working and teleworking. They used the case study approach: they analyzed organizational documents and management communications related to crisis management back to March 2020, when the pandemic started in Hungary, and conducted semi-structured interviews with managers and subordinates. Findings The results highlighted that the dominant organizational culture determines the effects of remote working on OCB. In organizations with a dominant market culture, OCB has changed the least because of the home office, with only a decline in the dimension of civic virtue. In organizations with a dominant clan culture, conscientiousness decreased, while the other three dimensions increased. The dominant hierarchy culture reacted the most unfavorably, excluding the dimension of courtesy, as all dimensions decreased. Originality/value The study shows how the pandemic and working in home office have changed the dimensions of OCB in different organizational cultures.

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