Abstract:Organizational Citizenship Behavior (OCB) has become a central topic in organizational behavior and human resource management, focusing on voluntary employee actions that go beyond formal ​job requirements to improve organizational effectiveness. OCB research has grown to encompass multiple dimensions, including employee attitudes, leadership, organizational justice, support, culture, and engagement. Evidence shows that factors such as job satisfaction, commitment, trust, and psychological empowerment are strongly associated with OCB, which, in turn, contributes to individual performance, team effectiveness, and overall organizational outcomes.

    However, recent research has raised concerns about the potential downsides of OCB, such as stress, pressure, and citizenship fatigue, indicating that the benefits are not universal. The scope of OCB research has broadened to include contexts such as higher education, public organizations, digital workplaces, and sustainability. Persistent research gaps include conceptual ambiguity, measurement issues, the impact of digitalization, cross-cultural differences and the negative aspects of OCB. The review concludes that future research should adopt a balanced and contextualized approach, considering both organizational advantages and the potential costs to employees.

Keywords: Organizational Citizenship Behavior, OCB, Organizational Behavior, Employee Engagement, Human Resource Management.