Ethical rule breaking by employees: A test of social bonding theory [Book Review]

Journal of Business Ethics 40 (2):101 - 109 (2002)

As employees continue to lie, cheat, and steal from their employers, researchers have tried to help managers understand and possibly predict such deviant behavior. This study considers the specific employee misconduct of ethical rule breaking. Hirschi (1969) suggested that deviant behavior can be better understood by social bonding theory. The social bonding model includes four elements; attachment, commitment, involvement, and belief. It is proposed that Hirschi's social bonding theory can be used to understand ethical rule breaking by employees. Using a sample of 200 employees, the results indicate that the social bonding elements of attachment and involvement can be used to better understand the reported likelihood of ethical rule breaking of employees. Recommendations for better applying the social bonding model to ethical rule breaking are suggested.
Keywords employee deviance  ethical rule breaking  social bonding
Categories (categorize this paper)
Reprint years 2004
DOI 10.1023/A:1020330801847
Edit this record
Mark as duplicate
Export citation
Find it on Scholar
Request removal from index
Revision history

Download options

Our Archive

Upload a copy of this paper     Check publisher's policy     Papers currently archived: 47,385
External links

Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
Through your library

References found in this work BETA

No references found.

Add more references

Citations of this work BETA

View all 7 citations / Add more citations

Similar books and articles


Added to PP index

Total views
30 ( #312,846 of 2,291,106 )

Recent downloads (6 months)
4 ( #302,769 of 2,291,106 )

How can I increase my downloads?


My notes

Sign in to use this feature