ArticleBehavioral sciences (Basel, Switzerland)2025
Social Capital and Job Performance: A Moderated Mediation Model of Organizational Citizenship Behaviors and Psychological Capital.
Article in Behavioral sciences (Basel, Switzerland), 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 1 paper.
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
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1 citing paper in PubMed.
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4 authors.
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Abstract
Taiwan's high-tech industry is experiencing rapid labor restructuring driven by automation and technological advancement, resulting in increased job demands and workplace stress. In this context, identifying mechanisms that sustain employee performance has become a critical concern. Drawing on the concept of social capital and grounded in Conservation of Resources (COR) theory, this study investigates whether social capital indirectly enhances job performance through organizational citizenship behavior. In addition, psychological capital is introduced as a moderating variable to examine the boundary conditions of this mediation process. Data were collected from 327 employees working in Taiwan's high-tech sector and analyzed using PROCESS Model 14. The results indicate that social capital positively influences job performance only through the mediating effect of organizational citizenship behavior. Moreover, this indirect effect is strengthened when individuals possess higher levels of psychological capital. Based on these findings, the study concludes by discussing theoretical contributions and practical implications for organizations operating in high-pressure, innovation-driven environments.
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