ABSTRACT
In recent years, rapid changes in the external environment in which organizations continue their activities and uncertain market conditions have caused the borders to narrow, and organizations have to exhibit cooperative behaviors under intertwined working conditions. During the Covid-19 pandemic process, which has been going on for two years, inter-organizational citizenship, which emerged as socially-oriented behaviors at the individual level transferred to inter-organizational relations, has made the concept of behavior more important. In this study, it was aimed to determine the effect of organizational culture type on interorganizational citizenship behavior (IOCB). In the relevant literature, Okechukwu (2017) conducted a study with employees in three institutions in Lagos, Nigeria. The study revealed that cultural effects are essential for measuring organizational citizenship behavior (OCB) and that health policies implemented without considering the effect of this variable would be inaccurate. Avci (2016), revealed that there is a positive relationship between teachers' perception of organizational culture (OC) and IOCB. Wasti and Baltaci (2016) aimed to investigate the effect of OCB on its universal and cultural dimensions. They emphasized the varying aspects of organizational citizenship behaviors in diverse cultures in the contexts of North America, China, and Turkey. Kutanis and Mercan (2015) analyzed data collected from 412 nurses employed in Turkish Armed Forces (TSK) Medical Hospitals through the survey method. As a result, a positive relationship was revealed among organizational culture and perspectives on the information, level of information sharing, and openness of intraorganizational cognitive channels, which are the dimensions of information sharing. Özdevecioglu and Akin (2013) conducted their study with 224 enterprises operating in different sectors in Kayseri to determine the relationship between the types of OC and IOCB. The results of their study showed that hierarchy and market culture had a negative relationship with IOCB and some of its subdimensions, and that clan and adhocracy culture had a positive relationship with IOCB and some of its subdimensions. Çelik and Bingöl (2007), found that there was a strong relationship between the dimensions of OC and OCB. Kalkan and Ögüt (2013), determined that participation, harmony and vision OC subdimensions positively affect OCB. When the concepts were analyzed in the context of intercultural citizenship behavior, it has been observed that employees from an individualistic culture exhibit less extra-role behavior (Wanxian and Weiwu 2007). Employees limit their citizenship behaviors in hierarchical cultures, while in organic culture;they exhibit more citizenship behavior (Somech and Drach-Zahavy 2004;Somech and Ron 2007). © 2022 by Nova Science Publishers, Inc.