Search results for 'Organizational behavior' (try it on Scholar)

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  1. Q. Miao, A. Newman, J. Yu & L. Xu (2013). The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? [REVIEW] Journal of Business Ethics 116 (3):641-653.score: 90.0
    In this study, we examine the nature of the relationship between ethical leadership and unethical pro-organizational behavior (UPB), defined as unethical behavior conducted by employees with the aim of benefiting their organization, and whether the strength of the relationship differs between subordinates experiencing high and low identification with supervisor. Based on three-wave survey data obtained from 239 public sector employees in China, we find that ethical leadership has an inverted u-shaped (curvilinear) relationship with UPB. As the level (...)
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  2. Badrinarayan Shankar Pawar (2009). Some of the Recent Organizational Behavior Concepts as Precursors to Workplace Spirituality. Journal of Business Ethics 88 (2):245 - 261.score: 87.0
    This paper addresses researchers’ call for integrating workplace spirituality with organizational literature. This paper points out that self-interest transcendence is a common aspect in the workplace spirituality concept that emerged in the last decade and also in four OB concepts – transformational leadership, organizational citizenship behavior, organizational support, and procedural justice – that emerged in OB about two decades ago. Based on this common aspect of self-interest transcendence and the temporal precedence of these four OB concepts’ (...)
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  3. Lynn Godkin & Seth Allcorn (2011). Organizational Resistance to Destructive Narcissistic Behavior. Journal of Business Ethics 104 (4):559-570.score: 78.0
    As destructive narcissists attain positions of power, unethical behavior ensues. Organizational identity shifts in response. As a result, unethical decisions become amplified in organizational structure and practices and embedded in technology. Little research related to how employees respond to organizational events, cost/benefit analysis of such, or the effects of negative treatment of employees by organizations is available. As persons become aware of the circumstances generated by destructive narcissistic behavior and informed about the consequences, some will (...)
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  4. David Effelsberg & Marc Solga (forthcoming). Transformational Leaders' In-Group Versus Out-Group Orientation: Testing the Link Between Leaders' Organizational Identification, Their Willingness to Engage in Unethical Pro-Organizational Behavior, and Follower-Perceived Transformational Leadership. Journal of Business Ethics.score: 75.0
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  5. Katrina A. Graham, Jonathan C. Ziegert & Johnna Capitano (forthcoming). The Effect of Leadership Style, Framing, and Promotion Regulatory Focus on Unethical Pro-Organizational Behavior. Journal of Business Ethics.score: 75.0
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  6. Chin-Yi Chen & Chin-Fang Yang (2012). The Impact of Spiritual Leadership on Organizational Citizenship Behavior: A Multi-Sample Analysis. [REVIEW] Journal of Business Ethics 105 (1):107-114.score: 72.0
    This study investigates and compares the impact of spiritual leadership on organizational citizenship behavior in finance and retail service industries to determine the possibility of generalizing and applying spiritual leadership to other industries. This study used multi-sample analysis of structural equation modeling. The results show that values, attitudes, and behaviors of leaders have positive effects on meaning/calling and membership of the employees, and further facilitate employees to perform excellent organizational citizenship behaviors, including the altruism of assisting colleagues (...)
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  7. Weihui Fu, Satish P. Deshpande & Xiao Zhao (2011). The Impact of Ethical Behavior and Facets of Job Satisfaction on Organizational Commitment of Chinese Employees. Journal of Business Ethics 104 (4):537-543.score: 72.0
    This study examines factors impacting organizational commitment of 214 employees working at a Chinese state-owned steel company. Ethical behavior of peers and ethical behavior of successful managers had a significant impact on organizational commitment. The four facets of job satisfaction (pay, coworker, supervision, and work itself) had a significant impact on organizational commitment. Respondent’s age also significantly impacted organizational commitment. Perceptions of ethical behavior of successful managers, satisfaction with work, and gender were significantly (...)
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  8. Olivier Boiral & Pascal Paillé (2012). Organizational Citizenship Behaviour for the Environment: Measurement and Validation. [REVIEW] Journal of Business Ethics 109 (4):431-445.score: 72.0
    While the importance of employee initiatives for improving the environmental practices and performance of organizations has been clearly established in the literature, the precise nature of these initiatives has rarely been examined (particularly the issue of their discretionary or mandatory nature). The role of organizational citizenship behaviour in environmental management remains largely unexplored. The main objectives of this paper were to propose and validate an instrument for measuring organizational citizenship behaviour for the environment (OCBE). Exploratory (Study 1, N (...)
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  9. Yuhyung Shin (2012). CEO Ethical Leadership, Ethical Climate, Climate Strength, and Collective Organizational Citizenship Behavior. Journal of Business Ethics 108 (3):299-312.score: 72.0
    In spite of an increasing number of studies on ethical climate, little is known about the antecedents of ethical climate and the moderators of the relationship between ethical climate and work outcomes. The present study conducted firm-level analyses regarding the relationship between chief executive officer (CEO) ethical leadership and ethical climate, and the moderating effect of climate strength (i.e., agreement in climate perceptions) on the relationship between ethical climate and collective organizational citizenship behavior (OCB). Self-report data were collected (...)
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  10. Julie Rayner, Alan Lawton & Helen M. Williams (2012). Organizational Citizenship Behavior and the Public Service Ethos: Whither the Organization? [REVIEW] Journal of Business Ethics 106 (2):117-130.score: 72.0
    Public services worldwide have been subject to externally imposed reforms utilizing tools such as financial incentives and performance targets. The adverse impact of such reforms on a public service ethos has been claimed, but rarely demonstrated. Individuals within organizations work beyond their formal contracts of employment, described as Organizational Citizenship Behavior (OCB), to further organizational interests. Given New Public Management reform and the subsequent contextual changes in the way in which public sector organizations are managed and funded, (...)
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  11. David Pastoriza, Miguel A. Ariño & Joan E. Ricart (2008). Ethical Managerial Behaviour as an Antecedent of Organizational Social Capital. Journal of Business Ethics 78 (3):329 - 341.score: 72.0
    There is a need of further research to understand how social capital in the organization can be fostered. Existing literature focuses on the design of reciprocity norms, procedures and stability employment practices as the main levers of social capital in the workplace. Complementary to these mechanisms, this paper explores the impact of ethical managerial behaviour on the development of social capital. We argue that a managerial behaviour based on the true concern for the well-being of employees, as well as their (...)
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  12. Gabriele Jacobs, Frank D. Belschak & Deanne N. Den Hartog (2013). (Un)Ethical Behavior and Performance Appraisal: The Role of Affect, Support, and Organizational Justice. Journal of Business Ethics 121 (1):1-14.score: 72.0
    Performance appraisals are widely used as an HR instrument. This study among 332 police officers examines the effects of performance appraisals from a behavioral ethics perspective. A mediation model relating justice perceptions of police officers’ last performance appraisal to their work affect, perceived supervisor and organizational support and, in turn, their ethical (pro-organizational proactive) and unethical (counterproductive) work behavior was tested empirically. The relationship between justice perceptions and both, ethical and unethical behavior was mediated by perceived (...)
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  13. Eugene J. Kutcher, Jennifer D. Bragger, Ofelia Rodriguez-Srednicki & Jamie L. Masco (2010). The Role of Religiosity in Stress, Job Attitudes, and Organizational Citizenship Behavior. Journal of Business Ethics 95 (2):319 - 337.score: 72.0
    Religion and faith are often central aspects of an individual's self-concept, and yet they are typically avoided in the workplace. The current study seeks to replicate the findings about the role of religious beliefs and practices in shaping an employee's reactions to stress/burnout and job attitudes. Second, we extend the literature on faith in the workplace by investigating possible relationships between religious beliefs and practices and citizenship behaviors at work. Third, we attempted to study how one's perceived freedom to express (...)
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  14. André H. J. Nijhof & Marius M. Rietdijk (1999). An ABC-Analysis of Ethical Organizational Behavior. Journal of Business Ethics 20 (1):39 - 50.score: 60.0
    The Antecedent-Behavior-Consequence (ABC)-analysis is a tool for analyzing behavior and stems from the field of psychology where it is used as a tool for the understanding of behavior in general and organizational behavior in particular. In this paper the ABC-analysis is implemented as a tool to understand why people behave ethically in organizations, through the identification of key environmental factors that cause such behavior. This analysis can be the first step to recognizing the complexity (...)
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  15. Neal M. Ashkanasy & Ronald H. Humphrey (2011). Current Emotion Research in Organizational Behavior. Emotion Review 3 (2):214-224.score: 60.0
    Despite a long period of neglect, research on emotion in organizational behavior has developed into a major field over the past 15 years, and is now seen to be part of an affective revolution in the organization sciences. In this article, we review current research on emotion in the organizational behavior field based on five levels of analysis: within person, between persons, dyadic interactions, leadership and teams, and organization-wide. Specific topics we cover include affective events theory, (...)
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  16. Weihui Fu (forthcoming). The Impact of Emotional Intelligence, Organizational Commitment, and Job Satisfaction on Ethical Behavior of Chinese Employees. Journal of Business Ethics.score: 60.0
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  17. Marion Fortin & Martin R. Fellenz (2008). Hypocrisies of Fairness: Towards a More Reflexive Ethical Base in Organizational Justice Research and Practice. [REVIEW] Journal of Business Ethics 78 (3):415 - 433.score: 54.0
    Despite becoming one of the most active research areas in organizational behavior, the field of organizational justice has stayed at a safe distance from moral questions of values, as well as from critical questions regarding the implications of fairness considerations on the status quo of power relations in today’s organizations. We argue that both organizational justice research and the managerial practices it informs lack reflexivity. This manifests itself in two possible hypocrisies of fairness. Managers may apply (...)
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  18. Brian Gordon & Georg Theiner (forthcoming). Scaffolded Joint Action as a Micro–Foundation of Organizational Learning. In Charles B. Stone & Lucas Bietti (eds.), Contextualizing Human Memory: An Interdisciplinary Approach to Understanding How Individuals and Groups Remember the Past. Psychology Press.score: 51.0
    Organizational learning, at the broadest levels, as it has come to be understood within the organization theory and management literatures, concerns the experientially driven changes in knowledge processes, structures, and resources that enable organizations to perform skillfully in their task environments (Argote and Miron–Spektor, 2011). In this chapter, we examine routines and capabilities as an important micro–foundation for organizational learning. Adopting a micro–foundational approach in line with Barney and Felin (2013), we propose a new model for explaining how (...)
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  19. Ishmael P. Akaah & Daulatram Lund (1994). The Influence of Personal and Organizational Values on Marketing Professionals' Ethical Behavior. Journal of Business Ethics 13 (6):417 - 430.score: 48.0
    The authors examine empirically the influence of personal and organizational values on marketing professionals'' ethical behavior. The results indicate that personal and organizational values underlie differences in marketing professionals'' ethical behavior, albeit small terms of the proportion of explained variance. The results also suggest the relationship between organizational values and ethical behavior to be significant. However, the same is not the case for the relationship between personal values and ethical behavior.
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  20. Ebben van Zyl & Kobus Lazenby (1999). Ethical Behaviour in the South African Organizational Context: Essential and Workable. [REVIEW] Journal of Business Ethics 21 (1):15-22.score: 48.0
    The South African business world is increasingly characterised by the absence of clear ethical norms and behaviour. However, changing business circumstances has made South African organizations ethically more vulnerable. Furthermore, new perspectives on the benefits of ethical behaviour make the implementation thereof essential. A theoretical model of ethical behaviour for generating an improved understanding of ethical behaviour in organizational context is discussed. This model is used as a basis for presenting practical suggestions on the implementation of ethical behaviour in (...)
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  21. Robert A. Giacalone & Stephen B. Knouse (1990). Justifying Wrongful Employee Behavior: The Role of Personality in Organizational Sabotage. [REVIEW] Journal of Business Ethics 9 (1):55 - 61.score: 48.0
    The role that personality plays in the justification of organizational sabotage behavior was examined. In a two phase study, 120 business students were first surveyed to create a list of 51 methods of sabotage. In the second phase, 274 other business students rated justifiability of the 51 methods and completed Machiavellian and hostility scales. A factor analysis of the justification ratings yielded four factors: (1) methods of sabotaging company profits and production, (2) informational sabotage, (3) violent and illegal (...)
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  22. Harsh K. Luthar & Ranjan Karri (2005). Exposure to Ethics Education and the Perception of Linkage Between Organizational Ethical Behavior and Business Outcomes. Journal of Business Ethics 61 (4):353 - 368.score: 48.0
    This study focused on the effects of individual characteristics and exposure to ethics education on perceptions of the linkage between organizational ethical practices and business outcomes. Using a stratified sampling approach, 817 students were randomly selected from a population of approximately 1310 business students in an AACSB accredited college of business. Three hundred and twenty eight of the subjects were freshmen, 380 were seniors, and 109 were working managers and professionals enrolled in a night-time MBA program. Overall, the respondents (...)
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  23. Natalia Teresia & P. Tommy Y. S. Suyasa (2012). Komitmen organisasi Dan organizational citizenship behavior pada karyawan call centre di pt. X. Phronesis 10 (2).score: 48.0
    The aim of this research is to find a relationship between organizational commitment and Organizational Citizenship Behavior (OCB) on Call Centre employee. Organizational commitment is degree which is the employee identify and internalize the organizational values, which makes the employee wants to stay in organization. OCB is employee’s voluntary behavior, beyond job’s description, and contribute toward organizational efectivity. This research is using Spearman-rank order coefficients of correlations formula. The finding reveals that there is (...)
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  24. Frank J. Barrett (1988). A Portable Life, and Written a Book Entitled International Dimen-Sions of Organizational Behavior (1986). Chris Argyris is a Professor of Education and Organizational Be-Havior at Harvard University. He Received His AB Degree at Clark University, His MA Degree at the University of Kan. [REVIEW] In Suresh Srivastva (ed.), Executive Integrity: The Search for High Human Values in Organizational Life. Jossey-Bass.score: 48.0
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  25. Mark John Somers (2001). Ethical Codes of Conduct and Organizational Context: A Study of the Relationship Between Codes of Conduct, Employee Behavior and Organizational Values. [REVIEW] Journal of Business Ethics 30 (2):185 - 195.score: 45.0
    Codes of ethics are being increasingly adopted in organizations worldwide, yet their effects on employee perceptions and behavior have not been thoroughly addressed. This study used a sample of 613 management accountants drawn from the United States to study the relationship between corporate and professional codes of ethics and employee attitudes and behaviors. The presence of corporate codes of ethics was associated with less perceived wrongdoing in organizations, but not with an increased propensity to report observed unethical behavior. (...)
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  26. Patrick Maclagan (1998). Management and Morality: A Developmental Perspective. Sage.score: 45.0
    Management and Morality provides a comprehensive and accessible overview of the moral and ethical dimension to organizational and individual behavior, while adding an original, developmental perceptive. Management and Morality combines organizational theory and behavior with approaches to organizational and individual development. The first two sections of the book, Ethical Thinking and Management Practice, and Moral Issues in Organizations, provide a clear and thorough coverage of these areas relevant to ethical behavior in and of organizations. (...)
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  27. Damodar Suar & Rooplekha Khuntia (2010). Influence of Personal Values and Value Congruence on Unethical Practices and Work Behavior. Journal of Business Ethics 97 (3):443 - 460.score: 45.0
    The study examines whether (a) personal and organizational values differ in private and public sectors, and (b) personal values and value congruence -the extent of matching between personal and organizational values -influence unethical practices and work behavior. Three hundred and forty middle-level managers from four manufacturing organizations rated 22 values as guiding principles to them to identify their personal values. In order to index organizational values, 56 top-level managers of the same organizations rated how important such (...)
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  28. Cam Caldwell (2011). Duties Owed to Organizational Citizens – Ethical Insights for Today's Leader. [REVIEW] Journal of Business Ethics 102 (3):343-356.score: 45.0
    Organizational citizenship behavior (OCB) has been widely recognized as a contributor to improving organizational performance and wealth creation. The purpose of this article is to briefly summarize the motives of many employees who exercise OCB and to identify the ethical duties owed by organizational leaders to the highly committed employees with whom they work. After reviewing the nature of OCB and the psychological contracts made with highly committed employees, we then use Hosmer’s framework of ten ethical (...)
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  29. George N. Gotsis & Zoe Kortezi (2010). Ethical Considerations in Organizational Politics: Expanding the Perspective. [REVIEW] Journal of Business Ethics 93 (4):497 - 517.score: 45.0
    The aim of this study is to contribute to a conceptualization of organizational politics that underscores the possibility of developing positive political behavior at the workplace. In this respect, we seek to provide a context of re-evaluating the normative foundations of organizational politics. Normative issues are critically discussed in the context of mainstream ethical theories that illuminate the interaction of ethics and political behavior. More specifically, it is argued that a deontological framework is of particular importance (...)
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  30. Mitchell J. Neubert, Dawn S. Carlson, K. Michele Kacmar, James A. Roberts & Lawrence B. Chonko (2009). The Virtuous Influence of Ethical Leadership Behavior: Evidence From the Field. [REVIEW] Journal of Business Ethics 90 (2):157 - 170.score: 45.0
    This study examines a moderated/mediated model of ethical leadership on follower job satisfaction and affective organizational commitment. We proposed that managers have the potential to be agents of virtue or vice within organizations. Specifically, through ethical leadership behavior we argued that managers can virtuously influence perceptions of ethical climate, which in turn will positively impact organizational members' flourishing as measured by job satisfaction and affective commitment to the organization. We also hypothesized that perceptions of interactional justice would (...)
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  31. Dennis Duchon & Brian Drake (2009). Organizational Narcissism and Virtuous Behavior. Journal of Business Ethics 85 (3):301 - 308.score: 45.0
    Extreme narcissistic organizations are unable to behave ethically because they lack a moral identity. While such organizations are not necessarily unethical intentionally, they become self-obsessed and use a sense of entitlement, self-aggrandizement, denial, and rationalizations to justify anything they do. Extreme narcissistic organizations might develop formal ethics programs, but such programs will have little effect on behavior.
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  32. Satish P. Deshpande, Jacob Joseph & Rashmi Prasad (2008). Impact of Managerial Dependencies on Ethical Behavior. Journal of Business Ethics 83 (3):535 - 542.score: 45.0
    This study explores if managerial dependencies and organizational independence impact ethical behavior of employees. Survey data was collected from 203 employees working for three hospitals in Midwestern and Northwestern United States. Managerial dependencies like specialized expertise, political connections, and performance visibility significantly impacted ethical behavior. Organizational independence and ethical behavior of peers also had a significant impact on ethical behavior. Implications of this study for researchers and practitioners are discussed.
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  33. Joaquín Camps & Antonio Majocchi (2010). Learning Atmosphere and Ethical Behavior, Does It Make Sense? Journal of Business Ethics 94 (1):129 - 147.score: 45.0
    In the wake of corporate ethical scandals that have harmed millions of employees and investors, there has been an increase in the number of works written in the last decade, which aim to answer one apparently simple question: what causes unethical behavior, and what can we do, if anything, to prevent similar transgressions in the future? The extensive research around this question is the best proof of its real complexity as the challenge of disentangling the background of ethical (...) has obvious academic and practical interest. This study aims to take a further step toward that goal. Much research has noted the impact of multiple aspects of organizational contexts on individuals’ ethical behavior. However, studies that analyze the impact of organizational learning capability (OLC) on employees’ ethical behavior are few and far between. This was the first aim of this study. The second centered on gaining a deeper understanding of the relationship between OLC and ethical behavior by analyzing the mediating role of employability and organizational commitment. We tested our hypotheses through a structural equation methodology applied to a sample of 641 workers from 166 Spanish consultancy firms and found a positive, direct relationship between OLC and employability, OLC and organizational commitment, employability and organizational commitment, and organizational commitment and ethical behavior. (shrink)
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  34. Cam Caldwell, Larry A. Floyd, Ryan Atkins & Russell Holzgrefe (2012). Ethical Duties of Organizational Citizens: Obligations Owed by Highly Committed Employees. [REVIEW] Journal of Business Ethics 110 (3):285-299.score: 45.0
    Individuals who demonstrate organizational citizenship behavior (OCB) contribute to their organization’s ability to create wealth, but they also owe their organizations a complex set of ethical duties. Although, the academic literature has begun to address the ethical duties owed by organizational leaders to organizational citizens, very little has been written about the duties owed by those who practice OCB to their organizations. In this article, we identify an array of ethical duties owed by those who engage (...)
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  35. S. Duane Hansen, Benjamin B. Dunford, Alan D. Boss, R. Wayne Boss & Ingo Angermeier (2011). Corporate Social Responsibility and the Benefits of Employee Trust: A Cross-Disciplinary Perspective. [REVIEW] Journal of Business Ethics 102 (1):29-45.score: 45.0
    Research on corporate social responsibility (CSR) has tended to focus on external stakeholders and outcomes, revealing little about internal effects that might also help explain CSR-firm performance linkages and the impact that corporate marketing strategies can have on internal stakeholders such as employees. The two studies ( N = 1,116 and N = 2,422) presented in this article draw on theory from both corporate marketing and organizational behavior (OB) disciplines to test the general proposition that employee trust partially (...)
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  36. John R. Deckop, Caril C. Cirka & Lynne M. Andersson (2003). Doing Unto Others: The Reciprocity of Helping Behavior in Organizations. [REVIEW] Journal of Business Ethics 47 (2):101 - 113.score: 45.0
    Reciprocity is a fundamental aspect of social life, and a phenomenon studied from a wide variety of philosophical, theological, and social scientific perspectives. In this study, we use social exchange theory to investigate why employees help other employees. We hypothesize, based on the norm of reciprocity (Gouldner, 1960), that a significant cause of an employee''s helping behavior is how much organizational citizenship behavior (OCB) the employee has received from coworkers. To provide evidence of the discriminant validity of (...)
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  37. John Peloza & Derek N. Hassay (2006). Intra-Organizational Volunteerism: Good Soldiers, Good Deeds and Good Politics. [REVIEW] Journal of Business Ethics 64 (4):357 - 379.score: 45.0
    Despite the millions of hours donated to charity each year by employees on behalf of their employers there has been relatively little research into the motives for such pro-social behavior. The current paper extends Peterson’s (2004, Journal of Business Ethics 49, 371) study by exploring a unique form of employee volunteerism identified as intra-organizational, or employer-sanctioned volunteerism, and uniting the heretofore distinct charity support and organizational citizenship behavior literatures. Results of a preliminary study revealed that employee (...)
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  38. Thomas Li-Ping Tang, Toto Sutarso, Grace Mei-Tzu Wu Davis, Dariusz Dolinski, Abdul Hamid Safwat Ibrahim & Sharon Lynn Wagner (2008). To Help or Not to Help? The Good Samaritan Effect and the Love of Money on Helping Behavior. Journal of Business Ethics 82 (4):865 - 887.score: 45.0
    This research tests a model of employee helping behavior (a component of Organizational Citizenship Behavior, OCB) that involves a direct path (Intrinsic Motives → Helping Behavior, the Good Samaritan Effect) and an indirect path (the Love of Money → Extrinsic Motives → Helping Behavior). Results for the full sample supported the Good Samaritan Effect. Further, the love of money was positively related to extrinsic motives that were negatively related with helping behavior. We tested the (...)
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  39. John K. Ross, Sherry K. Ross & Bruce A. McClung (2006). Ethical Decision Making and Organizational Behavior: A Case of Life and Death. [REVIEW] HEC Forum 18 (3):193-206.score: 45.0
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  40. Chong W. Kim, Margie McInerney & Andrew Sikula (2004). A Model of Reasoned Responses: Use of the Golden Mean and Implications for Management Practice. [REVIEW] Journal of Business Ethics 51 (4):387-395.score: 45.0
    The concept of the Golden Mean, which has been accepted as a behavioral guideline of human beings for thousands of years, is briefly reviewed. Several empirical studies in the field of organizational behavior are summarized as evidence that the concept has practical management applications. Based on the Golden Mean concept and its management empirical evidence, the authors propose a model of Reasoned Responses and its practical application to the decision-making process.
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  41. William Keep (2009). Furthering Organizational Priorities with Less Than Truthful Behavior: A Call for Additional Tools. [REVIEW] Journal of Business Ethics 86 (1):81 - 90.score: 45.0
    Though codes of ethics exist in many businesses, employees still view less than truthful behaviors to be a significant ethical problem. The current study examines the related and somewhat counterintuitive issue of less than truthful behaviors intended to further organizational priorities. Such behaviors risk violating one organizational priority (e. g., adhering to a code of ethics) to achieve another. Data indicated four unique though non-mutually exclusive motivations: (1) to avoid confrontation or conflict; (2) to ensure quality in the (...)
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  42. Peter J. Richerson & Christian Cordes, How Does Opportunistic Behavior Influence Firm Size? An Evolutionary Approach to Organizational Behavior.score: 45.0
    This paper relates firm size and opportunism by showing that, given certain behavioral dispositions of humans, the size of a profit-maximizing firm can be determined by cognitive aspects underlying firminternal cultural transmission processes. We argue that what firms do better than markets – besides economizing on transaction costs – is to establish a cooperative regime among its employees that keeps in check opportunism. A model depicts the outstanding role of the entrepreneur or business leader in firminternal socialization processes and the (...)
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  43. James B. Avey, Michael E. Palanski & Fred O. Walumbwa (2011). When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior. [REVIEW] Journal of Business Ethics 98 (4):573 - 582.score: 45.0
    The authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior. Drawing upon research related to the behavioral plasticity hypothesis, the authors examined a moderating role of follower self-esteem in these relationships. Results from a field study revealed that ethical leadership is positively related to follower OCB and negatively related to deviance. We found that these relationships are moderated by followers' self-esteem, such that the relationships between ethical leadership and OCB as (...)
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  44. S. B. Bacharach & B. Mundell (1996). Images of Schools: Structures and Roles in Organizational Behavior. British Journal of Educational Studies 44:121-122.score: 45.0
     
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  45. Russell Cropanzano (1998). G. Stoney Alder is a Doctoral Candidate at the University of Colorado at Boulder. He is Pursuing a Degree in Organizational Behavior and Human Resource Management. His Research Interests Include Employee Performance Monitoring, Organizational Justice, and Performance Feedback. He has Pub-Lished Articles on These Topics in Management Communication Quarterly. [REVIEW] In Marshall Schminke (ed.), Managerial Ethics: Moral Management of People and Processes. Lawrence Erlbaum Assocs.. 215.score: 45.0
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  46. Patricia C. Kelley (1996). Can Feminist Language Change Organizational Behavior? Some Research Questions. Business and Society 35 (1):84-88.score: 45.0
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  47. Malcolm Lewis & John Farnsworth (forthcoming). Problematising Levinasian Ethics in the Context of Complex Organizational Behaviour: The Case of Telecom New Zealand. Levinas, Business Ethics.score: 45.0
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  48. M. Mathews (1987). ÔCodes of Ethics: Organizational Behavior and MisbehaviorÕ. Research in Corporate Social Performance and Policy: Empirical Studies If Business Ethics and Values 9:107-130.score: 45.0
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  49. Nigel Nicholson & Rod White (2002). Call for Papers Journal of Organizational Behavior Special Issue. Human Nature 13 (4).score: 45.0
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  50. Dinah M. Payne & Cecily A. Raiborn (2001). Sustainable Development: The Ethics Support the Economics. [REVIEW] Journal of Business Ethics 32 (2):157 - 168.score: 42.0
    Within their value chains of suppliers through customers, many businesses are becoming more aware of the environmental aspects and impacts of their organizations. Viewed as a continuum of behavior, business environmentalism can range from simply complying with the law to accepting and pursuing a goal of sustainable development. The point on the continuum at which an organization chooses to operate is reflected in its environmental mission, policies, and actions. Attributes of the various levels of behavior and classification of (...)
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