Organizational socialization, organizational identification and organizational citizenship behavior

Purpose This paper aims to: provide theoretical analysis and empirical study on the relationship between organizational socialization and organizational citizenship behavior (OCB); analyze the mediating role of organizational identification in their relationship; and draw from both of these to suggest practical implications to organizations aiming to effectively socialize employees, and for employees themselves. Design/methodology/approach First, the paper reviews the literature regarding organizational socialization, OCB and organizational identification. Second, it develops a theoretical model linking organizational socialization, organizational identification and OCB, and then proposes a series of research hypotheses. Third, drawing on samples of seven high‐tech manufacturing enterprises in China, it tests hypotheses based on a series of measurement and statistical analysis. Findings Organizational history, language, values and goals socialization are positively related to OCB and organizational identification. Further, organizational identification fully mediates the relationship between language, values and goals socialization and OCB, and partially mediates the relationship between history socialization and OCB. Research limitations/implications The cross‐sectional design prevented the making of causal statements. Data are from employees' self‐report, giving rise to concern about possible common source bias. Originality/value The paper explores the relationships between organizational socialization and OCB, and proposes and tests the mediating role of organizational identification.