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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Social Exchange Theory: A Critical Review with Theoretical Remedies
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.
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Un)ethical behavior in organizations.
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.
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The dark side of personality at work
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.
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A Stakeholder Identity Orientation Approach to Corporate Social Performance in Family Firms
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.
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Relaxing moral reasoning to win: How organizational identification relates to unethical pro-organizational behavior.
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.
References
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Alumni and their alma mater: A partial test of the reformulated model of organizational identification
Fred A. Mael,Blake E. Ashforth +1 more
TL;DR: In this article, self-report data from 297 alumni of an all-male religious college indicate that identification with the alma mater was associated with: (1) the hypothesized organizational antecedents of organizational distinctiveness, organizational prestige, and (absence of) intraorganizational competition, but not with interorganization competition, the hypothesized individual antecedent of satisfaction with the organization, tenure as students, and sentimentality, not with recency of attendance, number of schools attended, or the existence of a mentor, and hypothesized outcomes of making financial contributions, willingness to
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Techniques of neutralization: A theory of delinquency.
Gresham M. Sykes,David Matza +1 more
TL;DR: A major technique of neutralization centers on the injury or harm involved in the delinquent act as mentioned in this paper, in so far as the delinquent can define himself as lacking responsibility for his deviant actions, the disapproval of self or others is sharply reduced in effectiveness as a restraining influence.
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Organizational images and member identification.
TL;DR: In this paper, Bergami et al. developed a model to explain how images of one's work organization shape the strength of his or her identification with the organization and how members assess the attractiveness of these images by how well the image preserves the continuity of their self-concept, provides distinctiveness, and enhances self-esteem.