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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Effects of supervisor bottom-line mentality on subordinate unethical pro-organizational behavior
TL;DR: In this paper, the mediating role of moral disengagement and power distance orientation between supervisor bottom-line mentality (BLM) and pro-organizational behavior (UPB) was examined, and the results demonstrate that supervisor BLM is an antecedent of UPB.
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Ethical leadership and employee unethical pro-organizational behavior: a moderated mediation model of moral disengagement and coworker ethical behavior
TL;DR: In this paper, the mediating effect of moral disengagement on the relationship between ethical leadership and employee ethical pro-organizational behavior (UPB) was investigated and the results showed that coworkers matter morally as much as leaders, demonstrating the importance of social influence from coworkers.
Journal ArticleDOI
When and how can organizational punishment stop unethical pro-organizational behaviors in hospitality?
TL;DR: In this article, the authors proposed that organizational punishment for unethical behavior and service climate will jointly inhibit UPB-C via moral disengagement, and found that when both organizational punishment and climate are higher, UPBC is lower.
Journal ArticleDOI
Organisational inhibitions to addressing occupational fraud: a theory of differential rationalisation
TL;DR: In this article, the authors examine organizational inhibitions in relation to addressing occupational fraud and examine the a priori assumption that if an organization discovers occupational fraud it would deal with it.
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A Bitter Pill? Institutional Corruption and the Challenge of Antibribery Compliance in the Pharmaceutical Sector:
Elizabeth David-Barrett,Basak Yakis-Douglas,Basak Yakis-Douglas,Amanda Moss-Cowan,Yen Nguyen +4 more
TL;DR: The authors investigate why top-down directives aimed at eradicating corruption are ineffective at altering on-the-ground practices for organizations that have adopted industrywide "gold standards" to prevent bribery and corruption.
References
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