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  1. Feeling Identified Vs. Behaving as Such: A Multi-Study Project on Chinese Organizational Identification and Chinese Employees’ Identification Profiles.Jie Yang, Hannah-Hanh D. Nguyen, Xiaobin Xiong & Xinyan Wang - 2019 - Frontiers in Psychology 10.
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  • Unable to Resist the Temptation to Tell the Truth or to Lie for the Organization? Identification Makes the Difference.Carolin Baur, Roman Soucek, Ulrich Kühnen & Roy F. Baumeister - forthcoming - Journal of Business Ethics:1-20.
    Previous research indicates that the depletion of self-regulatory resources can promote unethical behavior that benefits the self. Extending this literature, we focus on norm-transgressing behavior that is intended to primarily benefit others. In particular, we predicted a differing effect of self-regulatory resource depletion on dishonesty that benefits one’s group, depending on the degree of identification with the group. Following a dual process approach, we argue that if identification with the group is strong, then people may have an automatic inclination to (...)
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  • Investigating When and Why Psychological Entitlement Predicts Unethical Pro-Organizational Behavior.Allan Lee, Gary Schwarz, Alexander Newman & Alison Legood - 2019 - Journal of Business Ethics 154 (1):109-126.
    In this research, we examine the relationship between employee psychological entitlement and employee willingness to engage in unethical pro-organizational behavior. We hypothesize that a high level of PE—the belief that one should receive desirable treatment irrespective of whether it is deserved—will increase the prevalence of this particular type of unethical behavior. We argue that, driven by self-interest and the desire to look good in the eyes of others, highly entitled employees may be more willing to engage in UPB when their (...)
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  • A Social Exchange Perspective of Employee–Organization Relationships and Employee Unethical Pro-Organizational Behavior: The Moderating Role of Individual Moral Identity.Taolin Wang, Lirong Long, Yong Zhang & Wei He - forthcoming - Journal of Business Ethics:1-17.
    Prior research on employee–organization relationships has exclusively focused on the positive consequences of high-inducement EORs. Drawing from social exchange theory, we develop a model theorizing employee unethical pro-organizational behavior as one potential negative outcome of high-inducement EORs, as mediated by high-quality social exchange relationship between the employee and the employer. Empirical findings from two field studies provided convergent support to the mediation relationship between mutual-investment EORs and employee UPB via perceived social exchange. Moreover, the results in Study 2 further revealed (...)
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