This chapter critically questions the traditional approach that treats organizational citizenship behavior and counterproductive work behavior within a normative “good–bad” dichotomy and reconceptualizes these two forms of behavior within a duality and tension-based perspective. In the literature, organizational citizenship behavior is often associated with organizational effectiveness and enhanced performance, whereas counterproductive work behaviors are commonly linked to deviance and performance loss. However, this chapter argues that both forms of behavior are shaped by structural, relational, and psychological conditions generated within the organizational context. Drawing on paradox theory, it is asserted that organizational citizenship behavior and counterproductive work behaviors are not mutually exclusive categories; rather, they are behavioral patterns that can coexist simultaneously and transform within the same organizational system.

The chapter demonstrates that variables such as organizational justice, leader–member exchange, perceived organizational support, the job demands–resources balance, and organizational trust function as common antecedents capable of producing both citizenship and counterproductive behaviors. In particular, through discussions of “excessive citizenship” and “compulsory citizenship,” it is emphasized that voluntary behaviors initially contributing to the organization may, over time, evolve into burnout, cynicism, and withdrawal tendencies. Likewise, counterproductive work behaviors are conceptualized not merely as individual deviance but as outcomes shaped by perceptions of injustice, erosion of trust, and managerial control mechanisms. Furthermore, the chapter shows that the same individual may display both organizational citizenship behavior and counterproductive work behaviors under different contextual and temporal conditions. This simultaneity is explained through cognitive dissonance, role conflict, and multiple social exchange relationships. Managerial practices, organizational climate, and culture are addressed as meso-level mechanisms that structure and shape this duality at the collective level. In conclusion, the chapter argues that the relationship between organizational citizenship behavior and counterproductive work behaviors is not linear but tension-laden and transformable over time. The sustainability of organizational performance and employee well-being depends on how this inherent tension is recognized and managed. By adopting a pluralistic, critical, and paradox-based lens, this approach aims to contribute conceptual depth to the organizational behavior literature.