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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Public–Private Partnerships and Agency Problems: The Use of Incentives in Strategies to Combat Corruption
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When Do Greedy Entrepreneurs Exhibit Unethical Pro-Organizational Behavior? The Role of New Venture Team Trust
TL;DR: This article found that higher levels of greed are more likely to be associated with unethical pro-organizational behavior when a team member's affective trust in the team is high and cognitive trust in team is low.
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When will an unethical follower receive poor performance ratings? It depends on the leader’s moral characteristics
TL;DR: In this paper, what happens to leaders and followers in the aftermath of unethical conduct has received little attention, and the authors suggest that leaders play a vital role in influencing employees' unethical behavior.
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Transformational-transactional leadership and unethical pro-organizational behavior in the public sector: does public service motivation make a difference?
TL;DR: In this paper, the authors focus on a unique phenomenon known as "unethical pro-organizational behaviour" that an explicit discussion on it is rarely present within public administration and investigate this phenomenon.
References
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Henri Tajfel,John C. Turner +1 more
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