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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.
Xia et al. (Fri,) studied this question.