ABSTRACT
This chapter examines two distinctly separate perspectives on citizenship. The first is external and deals with the expectation that corporations should carry out a host of responsibilities that benefit society as a whole. The second is internal and focuses on employee behaviour that specifically benefits the organisation and its members. The chapter explores business citizenship as an emerging synthesis of corporate social responsibility and employee citizenship, and proposes an integrative framework that unites the conventional wisdom of several approaches with that of exemplary organisational leadership. It suggests that the pivotal 'linchpin' for business citizenship is the executive steward who can direct employees to respond constructively to issues that impact the organisation as well as its external constituents or stakeholders. Sometimes referred to as the 'willingness to co-operate', 'performance beyond role requirements' or 'extra-role behaviours', employee citizenship consists of classes of behaviour that fall outside specific job descriptions.
