Striking the balance: unraveling the influence of organizational culture on organization citizenship behavior with corporate social responsibility as the bridge

Purpose This comprehensive study, grounded in social identity theory, aimed to explore the intricate dynamics between clan, adhocracy, hierarchy and market cultures within organizations, and their respective impacts on organizational citizenship behavior. Furthermore, the research investigated the mediating role of corporate social responsibility in this relationship. Design/methodology/approach The study gathered data from 477 bank employees in UT Jammu and Kashmir, utilizing a cluster sampling methodology. SPSS and AMOS were employed to assess the model and hypotheses, thereby strengthening the reliability of the results. Findings The findings significantly highlight the influential roles played by clan, adhocracy, hierarchy, and market cultures in shaping organizational citizenship behavior. Moreover, the study underscores the pivotal role of corporate social responsibility as a mediator in the relationship between these organizational culture dimensions and organizational citizenship behavior. Originality/value This research enhances the application of social identity theory in organizational settings. It offers valuable insights for managers and supervisors aiming to utilize organizational culture and corporate social responsibility initiatives to improve positive employee behaviors. The practical implications derived from this study provide actionable strategies to optimize workplace dynamics, fostering a culture that promotes organizational citizenship behavior. Ultimately, this contributes to improved organizational performance and employee satisfaction.