Katherine A. DeCelles

TL;DR: In this article, the authors propose a four-stage model of organizational actions that potentially increase the speed and likelihood that an organization will restore its legitimacy with stakeholders following a transgression, and demonstrate that organizations that work to discover the facts of the transgression and provide an appropriate explanation of their wrongdoing, accept and serve an equitable punishment, and make consistent internal and external rehabilitative changes increase the likelihood of meeting stakeholder demands and have a higher probability of successfully achieving reintegration with stakeholders.

TL;DR: It is proposed that the psychological experience of power is associated with less self-interest in the presence of a strong moral identity, yet individuals with a weak moral identity were more likely to act in self- interest, when subjectively experiencing power.

TL;DR: In this article, an accepted and copyedited manuscript that was published online before print on March 17, 2016, in Administrative Science Quarterly was presented, which is the first accepted and published manuscript of the year 2016.

TL;DR: It is predicted that emotion-regulation knowledge would strengthen the effects of other-oriented and self-oriented personality traits on prosocial behavior and interpersonal deviance, respectively, and two studies supported these predictions.

TL;DR: Evidence is offered supporting a characterization of employees as reflexive interactionists: moral agents whose automatic decision-making processes interact with the environment to shape their moral behavior.