1.  32
    Doing It Purposely? Mediation of Moral Disengagement in the Relationship Between Illegitimate Tasks and Counterproductive Work Behavior.Lijing Zhao, Long W. Lam, Julie N. Y. Zhu & Shuming Zhao - 2022 - Journal of Business Ethics 179 (3):733-747.
    Employees perceive illegitimate tasks as inappropriate assignments because such tasks are beyond what they expect to do in any given job position. Extant literature indicates that, in addition to creating psychological strain and reducing well-being, illegitimate task assignments can result in counterproductive work behavior. This study extends the literature by examining whether illegitimate tasks may lead to two specific forms of CWB targeting organizations: destructive voice and time theft. To understand how and when this happens, we investigate the mediating role (...)
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  2.  68
    Voice More and Stay Longer: How Ethical Leaders Influence Employee Voice and Exit Intentions.Long W. Lam, Raymond Loi, Ka Wai Chan & Yan Liu - 2016 - Business Ethics Quarterly 26 (3):277-300.
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  3.  51
    A proposed infrastructural model for the establishment of organizational ethical systems.Louis P. White & Long W. Lam - 2000 - Journal of Business Ethics 28 (1):35 - 42.
    We define ethical system infrastructure as being composed of three major factors – means, motivation, and opportunity. Means are defined as organizational rules, policies, and procedures. Motivation focuses upon the values and the interests being pursued by the position occupant and the organizational value system, while opportunity is discussed in terms of the environment in which the dilemma occurs, proposing that position in the hierarchy presents its own unique set of ethical dilemmas. Ethical breeches are discussed in terms of the (...)
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  4.  26
    Performance Pressure and Employee Expediency: The Role of Moral Decoupling.Julie N. Y. Zhu, Long W. Lam, Yan Liu & Ning Jiang - 2023 - Journal of Business Ethics 186 (2):465-478.
    Although performance pressure has desirable consequences, there is evidence that it can produce unintended outcomes as employees tend to engage in dysfunctional and unethical behaviors to meet performance goals. Thus, the process through which employees think and behave unethically under performance pressure deserves more research attention. This study goes beyond the stress-appraisal perspective and investigates whether and when performance pressure influences individual work mindsets and behaviors from a moral reasoning perspective. Specifically, we contend that performance pressure is related to employee (...)
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  5.  81
    Coping with Job Insecurity: The Role of Procedural Justice, Ethical Leadership and Power Distance Orientation. [REVIEW]Raymond Loi, Long W. Lam & Ka Wai Chan - 2012 - Journal of Business Ethics 108 (3):361-372.
    This study examines the relationship between procedural justice and employee job insecurity, and the boundary conditions of this relationship. Drawing upon uncertainty management theory and ethical leadership research, we hypothesized that procedural justice is negatively related to job insecurity, and that this relationship is moderated by ethical leadership. We further predicted that the moderating relationship would be more pronounced among employees with a low power distance orientation. We tested our hypotheses using a sample of 381 workers in Macau and Southern (...)
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