When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors
TLDR
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.read more
Citations
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Examining the moral grey zone: The role of moral disengagement, authenticity, and situational strength in predicting unethical managerial behavior
TL;DR: In this article, the influence of individual and situational differences in predicting (un)ethical behavior in these moral gray zones using an in-basket exercise that included covert moral issues in which managers could give unethical instructions to their followers.
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Exploring the consequences of knowledge hiding: an agency theory perspective
Violetta Khoreva,Heidi Wechtler +1 more
TL;DR: In this paper, the authors explore the consequences of knowledge hiding at the individual level and from the knowledge hiding committers' perspective, in line with agency theory and prior literature on knowledge hiding, and investigate the associations between different facets of knowledge sharing and individual-level job performance, as well as the mediating role of employee well-being in the associations.
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Moral emotions: A review and research agenda for management scholarship
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To Help My Supervisor: Identification, Moral Identity, and Unethical Pro-supervisor Behavior
TL;DR: In this article, it was shown that feeling a sense of oneness with one's organization or supervisor can result in employees engaging in unethical behavior to help their supervisor, and that this positive relationship is weakened if the employee possesses higher levels of moral identity.
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Lying for Who We Are: An Identity-Based Model of Workplace Dishonesty
Keith Leavitt,David M. Sluss +1 more
TL;DR: The authors developed a theory of lying as a socially motivated behavioral response to identity threats at personal, relational, or collective levels of identity in organizational life, and proposed that perceived identity threats undermine the unique fundamental identity motives at each level of self, and that as threat sensitivity and threat intractability increase, individuals become more likely to use lying as threat management response in their interactions with other organizational members.
References
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