Digital Work Culture and Organizational Citizenship Behavior in Banking Sector of Kathmandu Valley

Abstract

The rapid digital transformation of the banking sector has significantly transformed workplace practices. However, little research has been conducted on the impact of digital work culture on employees’ citizenship behaviors in developing economies. This study investigates the effect of digital communication, digital collaboration, technology adaptability, digital leadership support, and continuous digital learning on the OCB of the employees of commercial banks in Kathmandu Valley, Nepal, based on social exchange theory. A quantitative cross-sectional study was used in this study, with data collected from 257 bank employees using structured questionnaires. Hypotheses were tested using multiple regression analysis. The results indicated that digital work culture significantly influences OCB, explaining 72.5% of the variance, with technology adaptability being the strongest predictor and continuous digital learning and digital communication being the next significant variables. However, digital leadership support and digital collaboration have no significant direct effect. The findings suggest that organizations that promote adaptability, continuous learning, and the ability to communicate effectively in the digital world are more likely to promote positive extra-role behaviors among employees and emphasize the role of digital skills in developing citizenship behavior in increasingly digital banking environments.