The Pathway from Perceived Organizational Support to Organizational Citizenship Behavior in Saudi SMEs: The Mediating Role of Organizational Commitment

Abstract

Organizational Citizenship Behavior (OCB) denotes voluntary, extra-role actions undertaken by employees that transcend formal job descriptions and significantly contribute to organizational efficacy. Since its theoretical emergence in the 1980s, OCB has garnered robust academic attention, particularly in relation to its antecedents and outcomes. However, empirical investigations remain sparse concerning the mechanisms through which OCB unfolds within different contexts—especially within the rapidly evolving landscape of Small and Medium Enterprises (SMEs) in Saudi Arabia. This study seeks to bridge this empirical gap by examining the role of Perceived Organizational Support (POS) and Organizational Commitment (OC) in shaping OCB among employees in Saudi SMEs. Drawing on a quantitative methodology, data were collected through a validated questionnaire administered to a purposive sample of 166 employees. The findings reveal that POS exerts a statistically significant positive effect on OC; however, the direct relationship between POS and OCB was found to be statistically insignificant. Remarkably, OC emerged as a significant fully mediator in the relationship between POS and OCB relationship, highlighting its pivotal role in translating perceived support into citizenship behaviors. These results offer valuable theoretical insights into the dynamics of employee engagement in SMEs and propose practical recommendations for fostering a supportive organizational climate conducive to nurturing commitment and discretionary performance.