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Journal ArticleDOI

When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors

01 May 2011-Organization Science (INFORMS)-Vol. 22, Iss: 3, pp 621-640
TL;DR: It is suggested that positive social exchange relationships and organizational identification may lead to unethical pro-organizational behavior indirectly via neutralization, the process by which the moral content of unethical actions is overlooked.
Abstract: We propose that employees sometimes engage in unethical acts with the intent to benefit their organization, its members, or both---a construct we term unethical pro-organizational behavior. We suggest that positive social exchange relationships and organizational identification may lead to unethical pro-organizational behavior indirectly via neutralization, the process by which the moral content of unethical actions is overlooked. We incorporate situational and individual-level constructs as moderators of these relationships and consider managerial implications and future research.
Citations
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Journal ArticleDOI
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 from "When Employees Do Bad Things for Go..."

  • ...Umphress and her coworkers were predicting unethical behavior that benefited the organization (Miao, Newman, Yu, & Xu, 2013; Umphress & Bingham, 2011)....

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Journal ArticleDOI
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

Journal ArticleDOI
TL;DR: In this paper, the authors discuss the history of dark personality traits, how they relate to normal personality traits and their relative importance as determinants of organizational out comes, and measurement issues surrounding the assessment of these characteristics.
Abstract: Although there has been increasing interest in dark personality traits in the organizational sciences, these char acteristics remain relatively understudied and somewhat misunderstood. The present manuscript aims to clar ify some of the issues surrounding dark personality traits by discussing the history of dark personality traits, how they relate to normal personality traits, their relative importance as determinants of organizational out comes, and measurement issues surrounding the assessment of these characteristics. We will then discuss po tential future directions for research investigating the causes and consequences of these traits as well as provid ing guidance on the implementation of dark personality assessment in the workplace for selection and training.

329 citations

Journal ArticleDOI
TL;DR: Brickson et al. as mentioned in this paper examined differences in CSP activity between family and non-family firms and found that the level of family and founder involvement is related to the type and frequency of a family firm's social initiatives and social concerns.
Abstract: Extending the dialogue on corporate social performance (CSP) as descriptive stakeholder management (Clarkson, Acad Manage Rev 20:92, 1995), we examine differences in CSP activity between family and nonfamily firms. We argue that CSP activity can be explained by the firm’s identity orientation toward stakeholders (Brickson, Admin Sci Quart 50:576, 2005; Acad Manage Rev 32:864, 2007). Specifically, individualistic, relational, or collectivistic identity orientations can describe a firm’s level of CSP activity toward certain stakeholders. Family firms, we suggest, adopt a more relational orientation toward their stakeholders than nonfamily firms, and thus engage in higher levels of CSP. Further, we invoke collectivistic identity orientation to argue that the higher the level of family or founder involvement within a family firm, the greater the level of CSP toward specific stakeholders. Using social performance rating data from 1991 to 2005, we find that family and nonfamily firms demonstrate notable differences in terms of social initiatives and social concerns. We also find that the level of family and founder involvement is related to the type and frequency of a family firm’s social initiatives and social concerns.

242 citations

Journal ArticleDOI
TL;DR: Drawing on social identity theory and social-cognitive theory, it is proposed that organizational identification predicts unethical pro-organizational behavior (UPB) through the mediation of moral disengagement and that competitive interorganizational relations enhance the hypothesized relationships.
Abstract: Drawing on social identity theory and social-cognitive theory, we hypothesize that organizational identification predicts unethical pro-organizational behavior (UPB) through the mediation of moral disengagement. We further propose that competitive interorganizational relations enhance the hypothesized relationships. Three studies conducted in China and the United States using both survey and vignette methodologies provided convergent support for our model. Study 1 revealed that higher organizational identifiers engaged in more UPB, and that this effect was mediated by moral disengagement. Study 2 found that organizational identification once again predicted UPB through the mediation of moral disengagement, and that the mediation relationship was stronger when employees perceived a higher level of industry competition. Finally, Study 3 replicated the above findings using a vignette experiment to provide stronger evidence of causality. Theoretical and practical implications are discussed. (PsycINFO Database Record

213 citations


Cites background or methods from "When Employees Do Bad Things for Go..."

  • ...To assess participants’ likelihood of engaging in UPB, we had them respond to a single item inquiring, “How likely would you be to write a glowing recommendation letter for Tom?”...

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  • ...Study 3 thus raises the possibility that cooperative relationships may weaken the link between organizational identification and UPB, just as competitive relationships strengthen the link....

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  • ...…exploring the effects of a key underlying mechanism as well as a key boundary condition of UPB broadens the scope of research on unethical behavior in the workplace and deepens our current understanding of why and how employees engage in UPB (Treviño et al., 2014; Umphress & Bingham, 2011)....

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  • ...Results across three studies provided empirical evidence that organizational identification is related to UPB, in part due to moral disengagement, and that a competitive interorganizational relationship further enhances this effect....

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  • ...…organizational scholars have begun to systematically investigate and theorize about the phenomenon of unethical pro-organizational behavior (UPB; Gino, Ayal, & Ariely, 2013; May, Chang, & Shao, 2015; Miao, Newman, Yu, & Xu, 2013; Thau et al., 2015; Umphress et al., 2010; Umphress & Bingham, 2011)....

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References
More filters
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

Book ChapterDOI
09 Jan 2004
TL;DR: A theory of intergroup conflict and some preliminary data relating to the theory is presented in this article. But the analysis is limited to the case where the salient dimensions of the intergroup differentiation are those involving scarce resources.
Abstract: This chapter presents an outline of a theory of intergroup conflict and some preliminary data relating to the theory. Much of the work on the social psychology of intergroup relations has focused on patterns of individual prejudices and discrimination and on the motivational sequences of interpersonal interaction. The intensity of explicit intergroup conflicts of interests is closely related in human cultures to the degree of opprobrium attached to the notion of "renegade" or "traitor." The basic and highly reliable finding is that the trivial, ad hoc intergroup categorization leads to in-group favoritism and discrimination against the out-group. Many orthodox definitions of "social groups" are unduly restrictive when applied to the context of intergroup relations. The equation of social competition and intergroup conflict rests on the assumptions concerning an "ideal type" of social stratification in which the salient dimensions of intergroup differentiation are those involving scarce resources.

14,812 citations


"When Employees Do Bad Things for Go..." refers background in this paper

  • ...Organization Identification Social identity theory (Tajfel and Turner 1986) posits that part of an individual’s self-concept derives from membership with a social group (Tajfel 1981, p. 255)....

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  • ...From this perspective, individuals develop highly salient social identities specific to the social domains they occupy (Tajfel 1982); a person has not one “personal self” but rather several selves that correspond to identification with membership in different groups (Tajfel and Turner 1986)....

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  • ...For more information on INFORMS, its publications, membership, or meetings visit http://www.informs.org...

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  • ...The strength of one’s psychological relationship with social groups also operates through identification (Ashforth and Mael 1989, Mael and Ashforth 1992, Tajfel and Turner 1986)....

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  • ...Vol. 22, No. 3, May–June 2011, pp. 621–640 issn 1047-7039 eissn 1526-5455 11 2203 0621 informs ® doi 10.1287/orsc.1100.0559 © 2011 INFORMS When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors Elizabeth E. Umphress Mays Business School, Texas A&M…...

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Journal ArticleDOI
TL;DR: The notion of complementarity and reciprocity in functional theory is explored in this article, enabling a reanalysis of the concepts of "survival" and "exploitation" and the need to distinguish between complementarity, reciprocity, and the generalized moral norm of reciprocity.
Abstract: The manner in which the concept of reciprocity is implicated in functional theory is explored, enabling a reanalysis of the concepts of "survival" and "exploitation." The need to distinguish between the concepts of complementarity and reciprocity is stressed. Distinctions are also drawn between (1) reciprocity as a pattern of mutually contingent exchange of gratifications, (2) the existential or folk belief in reciprocity, and (3) the generalized moral norm of reciprocity. Reciprocity as a moral norm is analyzed; it is hypothesized that it is one of the universal "principal components" of moral codes. As Westermarck states, "To requite a benefit, or to be grateful to him who bestows it, is probably everywhere, at least under certain circumstances, regarded as a duty. This is a subject which in the present connection calls for special consideration." Ways in which the norm of reciprocity is implicated in the maintenance of stable social systems are examined.

10,277 citations


"When Employees Do Bad Things for Go..." refers background or methods in this paper

  • ...…is located in Maryland, USA Organization Science Publication details, including instructions for authors and subscription information: http://pubsonline.informs.org When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors Elizabeth E. Umphress, John B.…...

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  • ...Although reciprocating benefits is voluntary, those who fail to reciprocate may incur penalties such as distrust, decreased reputation, denial of future benefits, and other sanctions (Gouldner 1960)....

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  • ...Although generally thought to elicit favorable and ethical behavior for the organization (Ashforth and Mael 1989, Blau 1964, Gouldner 1960, Tajfel and Turner 1986), we suggest that positive social exchange relationships and higher levels of identification with the organization may also encourage…...

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  • ...The logic of social exchange theory suggests that individuals comply with duties specified by their role (e.g., wife, father, or employee) because others have fulfilled similar duties toward them (Gouldner 1960)....

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  • ...Accordingly, if one party provides a benefit, the other party is motivated to reciprocate by providing a benefit in return (e.g., Blau 1964, Emerson 1976, Gouldner 1960)....

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Book
01 Jan 1994
TL;DR: The authors argued that rational decisions are not the product of logic alone - they require the support of emotion and feeling, drawing on his experience with neurological patients affected with brain damage, Dr Damasio showed how absence of emotions and feelings can break down rationality.
Abstract: Descartes' Error offers the scientific basis for ending the division between mind and body. Antonio Damasio contends that rational decisions are not the product of logic alone - they require the support of emotion and feeling. Drawing on his experience with neurological patients affected with brain damage, Dr Damasio shows how absence of emotions and feelings can break down rationality. He also offers a new perspective on what emotions and feelings actually are: a direct view of our own body states; a link between the body and its survival-oriented regulation on the one hand, and consciousness on the other. Written as a conversation between the author and an imaginary listener, Descartes' Error leads us to conclude that human organisms are endowed from their very beginning with a spirited passion for making choices, which the social mind can then use to build rational behaviour.

9,648 citations

Journal ArticleDOI
TL;DR: In this paper, a self-categorization theory is proposed to discover the social group and the importance of social categories in the analysis of social influence, and the Salience of social Categories is discussed.
Abstract: 1. Introducing the Problem: Individual and Group 2. Rediscovering the Social Group 3. A Self-Categorization Theory 4. The Analysis of Social Influence 5. Social Identity 6. The Salience of Social Categories 7. Social Identity and Group Polarization 8. Crowd Behaviour as Social Action 9. Conclusion.

8,872 citations


"When Employees Do Bad Things for Go..." refers background in this paper

  • ...We suggest that positive social exchange relationships and organizational identification may lead to unethical pro-organizational behavior indirectly via neutralization, the process by which the moral content of unethical actions is overlooked....

    [...]

  • ...Organizational identification enables individuals to both embody and support their organization (Ashforth and Mael 1989, Turner 1987)....

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