The effects of connectedness and self interest in the organizational volunteer dilemma

Jae Wook Kim*, J. Keith Murnighan

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

8 Scopus citations

Abstract

This paper investigates the impact of some of the underlying dynamics of volunteering choices in organizational contexts, focusing on individual, group, and organizational level causes. Three scenario-based experiments manipulate individuals' standing within their organization (i.e., whether they are doing well or poorly) in combination with variables such as the expected efficacy of one's team and positive or negative organizational performance. In comparison to other recent volunteering studies, all three current experiments focused on an explicit organizational context and found much stronger intentions to volunteer, particularly when a person's standing was good. The combination of poor standing with expectations of poor performance by one's group or one's organization led to reductions in these otherwise strong intentions to volunteer. The results also show that feelings of obligation, expectations of extrinsic rewards, and identifying with one's organization are all significantly related to volunteering choices.

Original languageEnglish (US)
Pages (from-to)32-51
Number of pages20
JournalInternational Journal of Conflict Management
Volume8
Issue number1
DOIs
StatePublished - 1997

ASJC Scopus subject areas

  • Communication
  • Strategy and Management
  • Management of Technology and Innovation

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