Extra-Role Behavior in Organizations: A Thematic Synthesis of the Most Cited Studies

Abstract

Introduction: Although extra-role behavior is widely recognized as a decisive factor in organizational efficiency, current literature remains highly fragmented across disciplines. This fragmentation hinders a cohesive understanding of its antecedents and consequences. To address this gap, this study systematically examines the core themes, relational structures, and accompanying variables present in the foundational literature on extra-role behavior. Method: Following PRISMA guidelines, a qualitative systematic review and thematic synthesis were conducted on the fifty-two most highly cited publications indexed in the Web of Science (WoS) Core Collection. Data collection was carried out between April-May 2026. Results or Findings: Findings reveal that the antecedents and consequences of extra-role behavior cluster into four primary dimensions as leadership dynamics, individual psychological drivers, organizational climate and job design, and negative dynamics. While extra-role behavior flourishes under positive leadership paradigms, job autonomy, and intrinsic psychological states, the findings also reveals a critical dark side. Specifically, excessive formalization and perceived compulsory citizenship suppress voluntary behavioral tendencies and increase employee burnout. Discussion or Conclusion: This research helps to better understand the concept of the extra role by bringing together fragmented findings in the literature. In doing so, it provides decision-makers with actionable strategic insights to encourage voluntary employee behavior.