Finally, the impact of organizational citizenship behavior on a broader range of work-group or organizational-level criterion variables should be examined. The study by Walz and Niehoff (1996) took an important step in this direction. However, much more research is needed. It might be particularly interesting to examine the effects of organizational citizenship behavior on the sorts of criterion variables advocated by Kaplan and Norton (1996). In their book on the balanced scorecard, they argued that organization success must be defined broadly to include not only financial measures such as ROI, profitability, and growth, but also customer criteria (such as customer satisfaction, customer retention, brand equity), improving business processes (e.g., best practices, innovativeness), and employee criteria (e.g., employee satisfaction, employee turnover/retention, and job involvement) because all of these factors are interrelated in a firm’s value chain. Consequently, it is possible that OCBs may have stronger effects on some links in this value chain than on others.