Unethical behavior in the name of the company: the moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior.
01 Jul 2010-Journal of Applied Psychology (American Psychological Association)-Vol. 95, Iss: 4, pp 769-780
TL;DR: The results from 2 field studies support the interaction effect and show that individuals who strongly identify with their organization are more likely to engage in UPB when they hold strong positive reciprocity beliefs.
Abstract: We examined the relationship between organizational identification and unethical pro-organizational behavior (UPB)—unethical behaviors conducted by employees to potentially benefit the organization. We predicted that organizational identification would be positively related to UPB and that positive reciprocity beliefs would moderate and strengthen this relationship. The results from 2 field studies support the interaction effect and show that individuals who strongly identify with their organization are more likely to engage in UPB when they hold strong positive reciprocity beliefs. Given the nature of reciprocity, our findings may suggest that highly identified employees who hold strong reciprocity beliefs may conduct UPB with an anticipation of a future reward from their organization. Theoretical and managerial implications of our results for understanding unethical behaviors are discussed.
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TL;DR: Social exchange theory is one of the most prominent conceptual perspectives in management, as well as related fields like sociology and social psychology as discussed by the authors, however, it lacks sufficient theoretical precision, and thus has limited utility.
Abstract: Social exchange theory is one of the most prominent conceptual perspectives in management, as well as related fields like sociology and social psychology. An important criticism of social exchange theory; however, is that it lacks sufficient theoretical precision, and thus has limited utility. Scholars who apply social exchange theory are able to explain many social phenomena in post hoc manner but are severely limited in their ability to make useful a priori predictions regarding workplace behavior. In this review, we discuss social exchange theory as it exists today and identify four critical issues within the social exchange paradigm that warrant additional consideration. The four concerns, around which we center this review, include the following: (1) overlapping constructs that need to be more clearly distinguished; (2) insufficient appreciation to the positive or negative hedonic value of these various constructs; (3) an assumption of bipolarity, which treats negative constructs (e.g., abuse) as the absence of positive constructs (e.g., support); and, following from the prior three issues, (4) theoretically imprecise behavioral predictions. Given that these problems are inherent in the current unidimensional framework for social exchange theory, we suggest an additional dimension–activity. We explain how conceptualizing social exchange within a two-dimensional space, while giving equal consideration to both hedonic value and activity, creates new opportunities for future research.
758 citations
Cites background or methods from "Unethical behavior in the name of t..."
...To illustrate this definitional approach, consider two field studies reported by Umphress, Bingham, and Mitchell (2010)....
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...Consistent with social exchange theory, Umphress et al. (2010) found that people who identify with their employer are more likely to engage in unethical pro-organizational behavior, especially when they have positive reciprocity beliefs....
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...In two field studies, Umphress, Bingham, and Mitchell (2010) found that employees who identified with their organization were more likely to display unethical pro-organization behaviors, such as lying, exaggerating, or concealing information....
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TL;DR: In this paper, the authors review literature relevant to the social scientific study of ethics and leadership, as well as outline areas for future study, and discuss ethical leadership and draw from emerging research on "dark side" organi- zational behavior to widen the boundaries of the review to include ethical leadership.
Abstract: The purpose of this article is to review literature that is relevant to the social scientific study of ethics and leadership, as well as outline areas for future study. We first discuss ethical leadership and then draw from emerging research on "dark side" organi- zational behavior to widen the boundaries of the review to include ««ethical leadership. Next, three emerging trends within the organizational behavior literature are proposed for a leadership and ethics research agenda: 1 ) emotions, 2) fit/congruenc e, and 3) identity/ identification. We believe each shows promise in extending current thinking. The review closes with discussion of important issues that are relevant to the advancement of research on leadership and ethics.
630 citations
Cites background from "Unethical behavior in the name of t..."
...Umphress et al. (2010) theorized and found that employees who held a strong organizational identification and positive reciprocity beliefs were more likely to engage in unethical behavior that is intended to benefit the organization in some way (which they term unethical pro-organizational…...
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...On the other hand, strong organizational identification might influence employees to engage in behaviors that attempt to protect the organization at whatever the cost (Umphress et al., 2010)....
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TL;DR: This review spotlights research related to ethical and unethical behavior in organizations and discusses recent advances in the field, proceeding from a more macro to a more micro view on (un)ethical behavior and covering ethical infrastructures, interpersonal influences, individual differences, and cognitive and affective processes.
Abstract: This review spotlights research related to ethical and unethical behavior in organizations. It builds on previous reviews and meta-analyses of the literature on (un)ethical behavior in organizations and discusses recent advances in the field. The review emphasizes how this research speaks to the influence of the organizational context on (un)ethical behavior, proceeding from a more macro to a more micro view on (un)ethical behavior and covering ethical infrastructures, interpersonal influences, individual differences, and cognitive and affective processes. The conclusion highlights opportunities for future research.
416 citations
TL;DR: A study involving a Global 500 company found that frontline employees' perceptions of corporate social responsibility (CSR) can contribute to their customer orientation (self-rated) and objective job performance by activating social identification processes as mentioned in this paper.
Abstract: A study involving a Global 500 company finds that frontline employees’ perceptions of corporate social responsibility (CSR) can contribute to their customer orientation (self-rated) and objective job performance (supervisor-rated) by activating social identification processes. Employees identify with the organization based in part on the extent to which CSR is supported by salient and job-relevant others both internal and external to the organization. Looking internally, employees identify with the organization to the extent that they perceive management to support CSR. Looking externally, employees can identify with customers (called employee-customer identification) to the extent they perceive customers to support the company’s CSR. Both effects are enhanced when employees feel CSR is an important (versus non-important) part of their self-concept. Organizational identification directly drives job performance while employee-customer identification contributes to job performance through its effects on organizational identification and customer orientation.
382 citations
References
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TL;DR: In this article, a general null model based on modified independence among variables is proposed to provide an additional reference point for the statistical and scientific evaluation of covariance structure models, and the importance of supplementing statistical evaluation with incremental fit indices associated with the comparison of hierarchical models.
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16,420 citations
"Unethical behavior in the name of t..." refers methods in this paper
...Fit was assessed with the root-mean-square error of approximation and the comparative fit index (Bentler & Bonnett, 1990)....
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Book•
01 Jan 1964
TL;DR: In a seminal work as discussed by the authors, Peter M. Blau used concepts of exchange, reciprocity, imbalance, and power to examine social life and to derive the more complex processes in social structure from the simpler ones.
Abstract: In his landmark study of exchange and power in social life, Peter M. Blau contributes to an understanding of social structure by analyzing the social processes that govern the relations between individuals and groups. The basic question that Blau considers is: How does social life become organized into increasingly complex structures of associations among humans. This analysis, first published in 1964, represents a pioneering contribution to the sociological literature. Blau uses concepts of exchange, reciprocity, imbalance, and power to examine social life and to derive the more complex processes in social structure from the simpler ones. The principles of reciprocity and imbalance are used to derive such processes as power, changes in group structure; and the two major forces that govern the dynamics of complex social structures: the legitimization of organizing authority of increasing scope and the emergence of oppositions along different lines producing conflict and change.
16,278 citations