Influence of OCTAPACE culture on organizational citizenship behavior in selected Cham hospitals in Malawi

Abstract

This study examined the influence of OCTAPACE organizational culture (comprising value-based and practice-based dimensions) on OCB in Christian Health Association of Malawi (CHAM) hospitals. Grounded in social exchange theory, social contract theory, role theory, human capital theory, and organizational Culture Theory, the research addressed gaps in understanding how cultural values and practices shape both discretionary and non-DOCB in resource-constrained healthcare settings. Using a positivist paradigm and cross-sectional survey design, data were collected from 403 employees across 42 CHAM hospitals through an online survey. Descriptive statistics, ANOVA, and structural equation modeling were employed for analysis. Key findings revealed the following: 1. High prevalence of both value-based (trust: M = 3.06) and PBOctapace culture (proactivity: M = 3.35), with practice-based dimensions demonstrating more substantial influence. 2. Significant OCB engagement across all dimensions (mean scores > 4.0), particularly in civic virtue (M = 4.25) and organizational loyalty (M = 4.19). 3. No significant demographic differences in OCB engagement, suggesting cultural norms supersede individual characteristics. 4. OCTAPACE culture explained 66% variance in DOCB (β=0.65 for practice-based; β=0.21 for value-based) and 58% in non-discretionary ROCB, with trust (β=0.809) and experimentation (β=0.840) as strongest predictors. The study makes three primary contributions: First, it advances OCB theory by empirically validating non-DOCB as critical in healthcare contexts. Second, it establishes a two-dimensional OCTAPACE model (value/practice-based) with superior predictive power over unidimensional frameworks. Third, it demonstrates how faith-based institutional values and practices extend OCB beyond discretionary to non-DOCB of rule-bound. Practical implications suggest hospital administrators prioritize practice- based cultural interventions (e.g., collaboration initiatives and innovation rewards) while maintaining value-based foundations (trust-building and authenticity). Limitations include context-specific findings and self-report bias, warranting future longitudinal and multi-sector studies.