The study aims at showing how five ethical climates explain four Organizational Citizenship Behaviors (OCB). A sample comprising 269 subordinate-supervisor dyads was collected. Each subordinate described his/her perceptions of ethical climates; their supervisors reported the OCB. The main findings are as following: a) people decrease their OCB when they perceive that self-interest climate is high; b) the same tends to occur with laws/codes climate; c) men and women react oppositely to the company profit ethical climate; d) production and non-production employees also react differently. The results suggest the need to investigate the variables that may moderate the relationships between ethical climates and OCB.
Ethical climates; organizational citizenship behaviors; contextual performance; organizational effectiveness; national culture