{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2024,9,16]],"date-time":"2024-09-16T01:18:25Z","timestamp":1726449505196},"reference-count":70,"publisher":"Wiley","issue":"5","license":[{"start":{"date-parts":[[2015,1,29]],"date-time":"2015-01-29T00:00:00Z","timestamp":1422489600000},"content-version":"vor","delay-in-days":0,"URL":"http:\/\/onlinelibrary.wiley.com\/termsAndConditions#vor"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["Information Systems Journal"],"published-print":{"date-parts":[[2015,9]]},"abstract":"Abstract<\/jats:title>Information systems (IS) support in organizations has undergone dramatic changes over the years. IS professionals in the support function have become an important knowledge source to colleagues who seek assistance with their IS usage. Our understanding of IS professionals' customer\u2010oriented behaviours is limited, however. Focusing on IS post\u2010implementation support and drawing upon organizational citizenship behaviour (OCB) theory, this paper seeks to understand IS professionals' citizenship behaviours in supporting colleagues. Our analysis of 630 support tasks performed by IS professionals with regard to two systems at three periods reveals five types of customer\u2010oriented OCB: anticipation, education, justification, personalization\u2010technology and personalization\u2010business. Our results also show different associations between four contextual factors of IS support (i.e. system, user, task and problem) and the OCBs. In instances of user deficiency, more personalization\u2010business and anticipation OCBs were observed across all the four problem domains (functionality, data, workflow and role). By contrast, in instances of system deficiency, more personalization\u2010technology OCBs were observed among the two problem domains of data and functionality. Moreover, the occurrence of OCBs revealed a temporal pattern such that personalization\u2010business OCBs are more pronounced in early post\u2010implementation periods whereas anticipation OCBs and personalization\u2010technology OCBs become more dominant later. The categorization scheme of the customer\u2010oriented OCB, the OCB dynamics and the patterns between OCB types and the contextual factors advance our understanding of the evolving and challenging work of organizational IS support. Our findings extend the OCB literature on customer orientation and enrich the limited studies on knowledge\u2010intensive IS support work. Practical implications of the findings on IS management and policies are discussed.<\/jats:p>","DOI":"10.1111\/isj.12051","type":"journal-article","created":{"date-parts":[[2015,1,29]],"date-time":"2015-01-29T17:19:33Z","timestamp":1422551973000},"page":"489-530","source":"Crossref","is-referenced-by-count":18,"title":["More than providing \u2018solutions\u2019: towards an understanding of customer\u2010oriented citizenship behaviours of IS professionals"],"prefix":"10.1111","volume":"25","author":[{"given":"Xuefei (Nancy)","family":"Deng","sequence":"first","affiliation":[{"name":"Information Systems and Operations Management, College of Business Administration and Public Policy California State University, Dominguez Hills Carson CA USA"}]},{"ORCID":"http:\/\/orcid.org\/0000-0002-4755-3652","authenticated-orcid":false,"given":"Tawei","family":"Wang","sequence":"additional","affiliation":[{"name":"School of Accountancy, Shilder College of Business University of Hawaii at Manoa Honolulu HI USA"}]},{"given":"Robert D.","family":"Galliers","sequence":"additional","affiliation":[{"name":"Information and Process Management and Sociology Departments Bentley University Waltham MA USA"},{"name":"School of Business and Economics Loughborough University Loughborough UK"}]}],"member":"311","published-online":{"date-parts":[[2015,1,29]]},"reference":[{"key":"e_1_2_9_2_1","doi-asserted-by":"publisher","DOI":"10.1145\/567498.567502"},{"key":"e_1_2_9_3_1","doi-asserted-by":"publisher","DOI":"10.1111\/j.1559-1816.2000.tb02500.x"},{"key":"e_1_2_9_4_1","doi-asserted-by":"publisher","DOI":"10.1287\/isre.5.4.422"},{"key":"e_1_2_9_5_1","doi-asserted-by":"publisher","DOI":"10.2307\/248991"},{"key":"e_1_2_9_6_1","doi-asserted-by":"publisher","DOI":"10.2307\/25148659"},{"key":"e_1_2_9_7_1","doi-asserted-by":"publisher","DOI":"10.2307\/255908"},{"key":"e_1_2_9_8_1","doi-asserted-by":"publisher","DOI":"10.2307\/248865"},{"key":"e_1_2_9_9_1","doi-asserted-by":"publisher","DOI":"10.2307\/25148634"},{"key":"e_1_2_9_10_1","doi-asserted-by":"publisher","DOI":"10.1287\/orsc.1040.0103"},{"key":"e_1_2_9_11_1","doi-asserted-by":"publisher","DOI":"10.1509\/jmkr.39.1.110.18928"},{"key":"e_1_2_9_12_1","unstructured":"CallCenterHelper(2012)Reference guide: call center performance management. 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