When good citizens do bad things for their organization: examining the link between organizational citizenship behavior and unethical pro-organizational behavior.

Introduction: Organizational citizenship behavior (OCB) is generally regarded as a positive form of extra-role behavior that supports organizational effectiveness. However, engaging in OCB also requires self-regulatory effort, which may make employees more prone to unethical pro-organizational behavior. Drawing on the resource model of self-control, this study examines when and why OCB may have this unintended effect. Methods: A moderated mediation model was employed to investigate the impact of OCB on unethical pro-organizational behavior. The hypothesized framework was tested using two-wave survey data drawn from 376 employees in Chinese enterprises. Results: The results show that OCB has a significant positive effect on unethical pro-organizational behavior. Ego depletion partly explains this relationship, indicating that engaging in OCB consumes employees' self-control resources, which in turn increases the likelihood of unethical pro-organizational behavior. Moreover, this indirect relationship becomes stronger when job insecurity is high. Discussion: These findings reveal the paradoxical nature of OCB. Although it is generally regarded as beneficial, it may also entail ethical costs. The study therefore offers a more nuanced understanding of discretionary behavior and its potential ethical risks.