Notice of RetractionLearning through organizational citizenship behavior

Notice of Retraction

After careful and considered review of the content of this paper by a duly constituted expert committee, this paper has been found to be in violation of IEEE´s Publication Principles.

We hereby retract the content of this paper. Reasonable effort should be made to remove all past references to this paper.

The presenting author of this paper has the option to appeal this decision by contacting TPII@ieee.org.

Organizational citizenship behavior (OCBs) be characterized with going beyond formal role requirements and wide participation for organizational interests. Previous research on organizational citizenship behavior draw a general conclusion that organizational citizenship behavior had a critical relation with organizational functioning. But little work recovers the internal mechanism by which organizational citizenship behavior facilitate organizational performance and effectiveness. Based on social embeddedness theory, this paper proposes that organizational citizenship behavior, especially, the social participation, advocacy participation, functional participation and focus on tasks contribute to internal learning, explorative learning, emergent learning, and exploitation learning between individual, and consequently enhance organizational functioning and performance. In the last section the paper briefly discussed the theoretical contributions of the analysis framework and give suggestion about future research direction.