Using practicing sales managers as subjects, the results indicate that personal characteristics of gender may be used in making disciplinary judgments following episodes of a particular type of unacceptable work behavior, an unethical selling act. As hypothesized, saleswomen were disciplined less severely while salesmen were disciplined more severely. However, female sales managers did not administer discriminatory discipline. The discipline administered by female sales managers to salesmen and to saleswomen was quite uniform. Furthermore, the discipline administered by female sales (...) managers to salesmen and saleswomen was quite close to the discipline administered by male sales managers to salesmen. The only outlying level of discipline administered in the study was more leniency shown by male sales managers toward saleswomen. (shrink)

Unethical employee behavior (UEB), an important organizational phenomenon, is dynamic and multi-faceted. Recent renewed interest in the role of emotion in ethical decision-making (EDM) suggests that unethical behaviors are neither always rationally derived nor deliberately undertaken. This study explores how to integrate the conscious and nonconscious dimensions of unethical decision-making. By broadening the scope of inquiry, we explore how integral affect—the emotion tied to anticipated decision outcomes for the employee engaging in misconduct—can shed light (...) on UEB. We review related literature on affect and EDM and propose a model in which we assert that at a decision point, an employee experiences multiple integral affects that are either persuasive or dissuasive toward UEB. We further posit that among these integral affects, a dominant integral affect (DIA) emerges, determining the nature and direction of unethical behavior. In addition, our model considers the role of affective residue and the influence of other factors, such as incidental affect, disposition, context, and retrospection, to derive propositions. Our DIA model can help managers gain a comprehensive understanding of how affect, characterized by its locus (self or other orientation) and valence (enhancing or harming), determines the characteristics of UEB. (shrink)

Authoritarian leadership is of great significance to eastern countries, including China. Meanwhile, unethical employee behavior also exists in all types of social organizations. The relationship between authoritarian leadership and unethical employee behavior is worth studying. Senior leaders often do not have a direct influence on employees except for through their immediate supervisors. The leadership style of senior leaders also influences the leadership style of their subordinates. This paper studies how authoritarian manager leadership trickles down (...) to unethical employee behavior through authoritarian supervisor leadership and discusses the moderating effect of leader member exchange and an ethical climate. Through a questionnaire survey of 406 pairs of leaders, supervisors, and employees, the research results of the multilevel model show that authoritarian supervisor leadership is positively related to unethical employee behavior, authoritarian supervisor leadership mediates the relationship between authoritarian manager leadership and unethical employee behavior, LMX positively moderates the relationship between authoritarian manager leadership and authoritarian supervisor leadership and moderates the mediating effect of authoritarian supervisor leadership, and, that an ethical climate negatively moderates the relationship between authoritarian supervisor leadership and unethical employee behavior and moderates the mediating effect of authoritarian supervisor leadership. (shrink)

Ethics researchers advise managers of organizations to link rewards and punishments to ethical and unethical behavior, respectively. We build on prior research maintaining that organizations operate at Kohlbergs stages of moral reasoning, and explain how the over-reliance on rewards and punishments encourages employees to operate at Kohlbergs lowest stages of moral reasoning. We advocate designing organizations as ethical communities and relying on different assumptions about employees in order to foster ethical reasoning at higher levels. Characteristics associated with ethical (...) communities are identified and AES Corporation and Semco S/A serve as examples of corporations exhibiting the design characteristics and assumptions of ethical organizations. (shrink)

While a corporate ethics program is expected to reduce employees’ unethical behavior, understanding the effects of the ethics program elements on reducing the unethical behavior is a crucial issue. This study aims to explore how a corporate ethics program with multiple control elements, including punishment, monitoring, internal reporting, code of ethics, ethics support service and ethics training, influence employees’ threat appraisal process, coping appraisal process and unethical behavior at workplaces. The data to verify proposed (...) research hypotheses were collected by administering questionnaire survey on four autonomous government organizations in Bangladesh. Research findings show that only punishment and monitoring have significantly negative relationships with unethical behavior. Monitoring and internal reporting have significantly positive relationships with threat appraisal. The code of ethics, ethics support service and ethics training are associated positively with coping appraisal. The mediation results reveal that coping appraisal mediates the relationship between ethics program elements and unethical behavior; but the mediation effects of threat appraisal are not significant. This study provides valuable insights into how a corporate ethics program with multiple control elements reduces employees’ unethical behavior as well as how employees’ threat and coping appraisal processes are related to the corporate ethics program and unethical behavior in organizations. (shrink)

This study proposes a moderated mediation model based on deontic justice theory to investigate the impact of unethical peer behavior on employee performance. Data were collected in China through two survey studies, with two measurement points in each study. The data in study 1 were obtained from 271 employees of 17 firms, and the data in study 2 were collected from 225 employees of 9 firms. Confirmatory factor analysis was conducted to confirm the factorial validity of the (...) measures employed in the studies. The hypothesized moderated mediation model was tested using hierarchical multiple regression analysis. The results show that employee deontic justice mediates the negative relationship between unethical peer behavior and employee performance, and a stronger ethical climate tends to strengthen this indirect relationship. This study extends previous research by introducing deontic justice theory to explore the unconscious process that relates unethical peer behavior to employee performance. The theoretical and practical implications of this paper are discussed. (shrink)

Whereas previous research on ego depletion and ethics suggests that employees who are depleted of their self-control resources are more likely to engage in unethical behavior, our current research focuses on how observers perceive and react to depleted employees’ unethical behavior. Integrating ego depletion and attribution theories, we hypothesize and find that observers judge depleted employees’ unethical behavior more leniently than non-depleted employees as a result of lower levels of perceived intentionality. These perceptions in (...) turn lead to lower levels of punishment. Results further suggest that not all types of depletion lead to the same effects on observers’ lenient moral judgments—depletion due to externally imposed reasons are more likely to result in lenient moral judgment, compared to depletion due to internally imposed reasons. (shrink)

This article investigates the effects of perceived supervisor support on ethical and unethical employee behavior using a multi-method approach. Specifically, we test the mediating mechanism and a boundary condition that moderate the relationship between support and ethical employee behaviors. We find that supervisor-based self-esteem fully mediates the relationship between supervisor support and ethical employee behavior and that employee task satisfaction intensifies the relationship between supervisor support and supervisor-based self-esteem.

. This study measures social desirability bias (SD bias) by comparing the level of discipline sales managers believe they would administer when supervising unethical selling behavior with the level of discipline they perceive other sales managers would select. Results indicate the presence of SD bias; the sales manager respondents consistently claimed that they would be stricter while their peers would be more lenient. Using an analytical technique that takes social desirability bias into account, it appears that sales managers (...) use of discipline is affected by the sales performance of the salesperson being disciplined resulting in more lenient discipline for top sales performers. In addition, the more lenient treatment for top sales performers persists even when there is a pattern of a prior ethical infraction and the existence of an explicit organizational policy proscribing the act in question. Sales managers believe that, like themselves, others would be stricter when an unethical act is committed for the second time but not as strict as they personally would be. A within-subjects interaction effect indicates more SD bias under the condition of the unethical act being committed for the second time. (shrink)

Unethical pro-organizational behaviors are unethical, but prosocially-motivated, acts intended to benefit one’s organization. This study examines the extent to which employees are willing to perform UPB to benefit a liked leader. Based on social exchange theory, we hypothesized that LMX would mediate the association of interpersonal justice with UPB willingness. Moral identity and positive reciprocity beliefs were examined as moderators. Higher LMX was significantly and positively related to UPB willingness, and the indirect effect of interpersonal justice on UPB (...) via LMX was significant and positive. These findings suggest that LMX and interpersonal justice could have a previously-unexplored dark side. Moral identity had a negative direct relationship with UPB, but it did not moderate the relationship of LMX with UPB. Thus, LMX facilitates UPB willingness even when employees are high in moral identity. LMX is associated with many positive outcomes, but our results show that high LMX may also increase willingness to perform unethical behaviors to benefit one’s leader. These results contribute to the literature by identifying a potential negative outcome associated with high LMX. (shrink)

Management plays an important role in reinforcing ethics in organizations. To support this aim, managers must use incentive and goal programs in ethical ways. This study examines experimentally the potential ethical costs associated with incentive-driven and goal-induced employee behavior from a managerial perspective. In a quasi-experimental setting, 243 MBA students with significant professional work experience evaluated a hypothetical employee’s ethical behavior under incentive pay systems modeled on a business case. In the role of the employee’s (...) manager, participants evaluated the ethicality of the employee’s incentive-driven and goal-induced ethical/unethical behavior and the outcomes of behavior, with consequences that were either favorable or unfavorable to the organization. The results indicated that participants discounted the ethical considerations of incentive-driven and goal-induced behavior when consequences were favorable to the organization. Participants’ morals and outcome orientations were also significantly related to their ethical judgments and intentions to intervene. The implications of these findings for research and practice are discussed. (shrink)

This study examined the relationship between unethical employee behavior and the dimensions of the Ethical Climate Questionnaire (ECQ). In order to explore the relationship between the dimensions of the ECQ and unethical behavior, the factor structure of five previously identified empirical models and the hypothesized nine-dimension model for the ECQ was tested with a confirmatory factor analysis. The analysis revealed that the hypothesized nine-dimension model provided as good or even better fit to the data than (...) the five empirically derived models. Therefore, the nine-dimensional model was used to examine the criterion-related validity of the ECQ. The results demonstrated that the nine ethical climate dimensions were correlated with some of the unethical behaviors examined in this study, but not others. However, the results clearly demonstrated that most of the ethical climate dimensions were significantly related to an aggregate measure of unethical behavior. It was suggested that these results might account for the differences in previous studies on the criterion-related validity of the ECQ. The results also replicated a previous report that the association between unethical behavior and ethical climate is stronger in organizations that do not have a code of ethics. Finally, a difference was observed in the ethical climates for organizations with a code of ethics and organizations without a code of ethics. (shrink)

Companies are increasingly engaging in corporate activism, defined as taking a public stance on controversial sociopolitical issues. Whereas prior research focuses on consumers’ brand perceptions, attitudes, and purchase behavior, we identify a novel consumer response to activism, unethical consumer behavior. Unethical behavior, such as lying or cheating a company, is prevalent and costly. Across five studies, we show that the effect of corporate activism on unethical behavior is moderated by consumers’ political ideology and (...) mediated by desire for punishment. When the company’s activism stand is [incongruent/congruent] with the consumer’s political ideology, consumers experience [increased/decreased] desire to punish the company, thereby [increasing/decreasing] unethical behavior toward the company. More importantly, we identify two moderators of this process. The effect is attenuated when the company’s current stance is inconsistent with its political reputation and when the immorality of the unethical behavior is high. (shrink)

Management plays an important role in reinforcing ethics in organizations. To support this aim, managers must use incentive and goal programs in ethical ways. This study examines experimentally the potential ethical costs associated with incentive-driven and goal-induced employee behavior from a managerial perspective. In a quasi-experimental setting, 243 MBA students with significant professional work experience evaluated a hypothetical employee’s ethical behavior under incentive pay systems modeled on a business case. In the role of the employee’s (...) manager, participants evaluated the ethicality of the employee’s incentive-driven and goal-induced ethical/unethical behavior and the outcomes of behavior, with consequences that were either favorable or unfavorable to the organization. The results indicated that participants discounted the ethical considerations of incentive-driven and goal-induced behavior when consequences were favorable to the organization. Participants’ morals and outcome orientations were also significantly related to their ethical judgments and intentions to intervene. The implications of these findings for research and practice are discussed. (shrink)

Research suggests a direct negative relationship between peers’ unethical behavior and employees’ ethical intention. But several possible mechanisms might explain this relationship in more detail. For example, Machiavellianism is a personality trait characterized by interpersonal manipulation and the use of unethical means to achieve certain self‐interested ends, whether useful or pleasant. This article adopts an Aristotelian understanding of philia, related to three goods on which human relationships rest: useful, pleasant, and honest. We propose that Machiavellianism, a self‐interested, (...) pragmatic personality orientation, might explicate the relationship between peers’ unethical behavior and ethical intention. The results of a structural equation model applied to a sample of 436 banking employees in Spain reveals that Machiavellianism partially mediates the relationship between peers’ unethical behavior and employees’ ethical intention. We also find that with a greater level of peers’ unethical behavior, the negative effect of Machiavellianism on ethical intention increases, and that when peers’ unethical behavior is nonexistent, the negative effect of Machiavellianism on ethical intention disappears. These findings advance current literature by revealing that unethical peers can indirectly influence ethical intention, through shaping Machiavellianism. Our study is also the first to show that pairing high Machiavellians with ethical peers can help to cancel out the negative influence of Machiavellianism on ethical intention. (shrink)

This paper argues that consumer demand for unethical behavior such as fraud can impact employee turnover through market and psychological forces. Widespread conditions of unethical demand can improve career prospects for employees of unethical firms through higher income and stability associated with firm financial health. Similarly, unethical employees enjoy increased tenure from the financial and psychological rewards of prosocial behavior toward customers demanding corrupt or unethical behavior. We specifically examine the well-documented (...) unethical demand for fraud in the vehicle emissions testing industry, and its impact on employee tenure. We use data from tests conducted by several thousand licensed inspectors to demonstrate that fraudulent employees and employees of fraudulent firms enjoy longer tenure. These results suggest further work to separate the multiple psychological and economic mechanisms likely driving our findings. (shrink)

With massive corruption uncovered in numerous recent corporate scandals, investigating psychological processes underlying unethical behavior among employees has become a critical area of research for organizational scientists. This article seeks to explain why people engage in deceptive and fraudulent activities by focusing on the use of moral-disengagement tactics or rationalizations to justify egregious actions at work. In addition, participation in goal-setting is argued to attenuate the relationship between moral disengagement and unethical behavior. Across two studies, a (...) lab simulation and field survey, a measure of moral disengagement was developed for use with working adults. The hypothesized main and interactive effects of moral disengagement, participation, and unethical behavior were tested and largely confirmed. (shrink)

Incivility among employees in frontline encounters is prevalent, but little is known about its impact on customers’ ethics-related perceptions and behaviors. Drawing upon the stimulus–organism–response paradigm, this study examines how witnessing incivility among employees can serve as a social atmospheric cue to influence customers’ perceived ethicality of an organization and their subsequent behaviors. According to our results, in response to employee-to-employee incivility witnessed during frontline encounters, customers perceive the uncivil employees’ organization to have a lower level of ethicality. (...) In turn, customers engage more in unethical behavior and less in customer citizenship behavior. We further demonstrate that the negative effect of uncivil employee-to-employee interactions on customers’ perception of the ethicality of an organization is amplified when customers have an a priori perception that the organization is competent. The findings hold theoretical and practical implications for the management of employee-to-employee incivility and unethical customer behavior during frontline encounters. (shrink)

The uncovering of several recent corporate scandals has brought to light unethical pro-organizational behavior (UPB) in organizations. A growing body of research has provided insights into employees’ UPB and its antecedents. However, our understanding of leader UPB and its effects remains limited. In this study, we develop and test a theoretical model that explains employees’ responses to their leader UPB. By drawing on the theory of motivated reasoning and the trust literature, we posit that, in general, leader UPB (...) is linked to unfavorable responses from employees such as a lower perception of leaders’ trustworthiness, which, in turn, reduces the citizenship behaviors of employees. However, our model also shows that these effects do not emerge automatically but depend on a crucial boundary condition—followers’ outcome favorability, or the extent to which followers personally benefit from leader UPB. Specifically, we contend that negative responses to leader UPB arise mainly when followers’ outcome favorability is low but decrease significantly when followers’ outcome favorability is high. The results of two multi-wave, multi-source field studies support our hypothesized model. These findings offer a new, instrumental perspective on followers’ responses to unethical leader behaviors, with valuable theoretical and practical implications. (shrink)

Findings from prior research show that there is a general tendency to discipline top sales performers more leniently than poor sales performers for engaging in identical forms of unethical selling behavior. In this study, the authors attempt to uncover moderating factors that could override this general tendency and bring about more equal discipline for top sales performers and poor sales performers. Surprisingly, none were found. A company policy stating that the behavior in question was unacceptable nor a (...) repeated pattern of unethical behavior offset the general tendency to treat top sales performers more leniently than poor sales performers. In an attempt to dig deeper to find a significant moderating effect, two follow-up experiments were conducted. In the first follow-up experiment, a specific training program designed to communicate top management's desire to treat ethical matters equally based on the severity of the act had no effect on equalizing the discipline between top sales performers and poor sales performers. In the second follow-up experiment, a stronger company policy that specified a prescribed level of punishment also failed to equalize the discipline. A superior sales performance record appears to induce more lenient forms of discipline, despite the presence of other factors and managerial actions that are specifically instituted to produce more equal forms of discipline. The answer to the question posed in the article title is, "apparently very strong!". (shrink)

While unethical behaviors that are intended to benefit the self are often severely punished, unethical behaviors that are intended to benefit the organization (unethical pro-organizational behaviors, UPBs) are disciplined within organizations at different levels of severity. Building on the sensemaking theoretical framework, we study how employees make sense of what the organization is like through observing what the organization has done (i.e., different levels of punishment imposed for UPBs) and how employees subsequently react to the results of (...) sensemaking (i.e., affective commitment to the organization)—increased or decreased turnover and UPB engagement intention. By conducting a vignette-based experimental study and a time-lagged field study, we find that affective commitment to the organization of observers, especially those with a high moral disengagement propensity, increases at a low-to-moderate level of punishment severity for UPBs, and decreases at a moderate-to-high level of punishment severity for UPBs. Furthermore, the impacted affective commitment to the organization subsequently leads to increase in observers’ UPB engagement (intention) and decrease in observers’ turnover intention. We also highlight implications for theory and practice. (shrink)

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 that the relationship was less significant among employees with higher levels of moral identity, because the positive relationship between perceived social exchange and employee UPB was weakened by high moral identity. The theoretical and managerial implications were discussed. (shrink)

This study examined how sales managers react to ethical and unethical acts by their salespeople. Deontological considerations and, to a much lesser extent, teleological considerations predicted sales managers' ethical judgments. Sales managers' intentions to reward or discipline ethical or unethical sales force behavior were primarily determined by their ethical judgments. An organization's perceived ethical work climate was not a significant predictor of sales managers' intentions to intervene when ethical and unethical sales force behavior was encountered.

Drawing on the transactional model of stress and leader-member exchange (LMX) theory, we examine the role of performance pressure in relation to unethical pro-organizational behavior (UPB). We propose that (1) employee perceived performance pressure and LMX interact to increase employees’ willingness to engage in UPB, and (2) employees’ threat appraisal mediates this interaction effect. The results from two studies based on samples of employees in the United States and China supported our theoretical model. We found that LMX (...) moderated the relation between performance pressure and the willingness to engage in UPB, such that the relation was stronger when LMX was high (Study 1). Moreover, the conditional indirect effect (i.e., performance pressure on UPB through threat appraisal with LMX as a moderator at the first stage) was also supported (Study 2). These findings highlight the role of performance pressure and LMX in inducing unethical work behaviors that are aimed at benefiting the organization (i.e., UPB). Theoretical and managerial implications are also discussed. (shrink)

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 (...) class='Hi'>unethical behavior. Further, organizations that adopted formal codes of ethics exhibited value orientations that went beyond financial performance to include responsibility to the commonweal. In contrast to corporate codes of ethics, professional codes of ethical conduct had no influence on perceived wrongdoing in organization nor these codes affect the propensity to report observed unethical activities. (shrink)

Unethical behavior is under-examined in the workplace. To date, few studies have attempted to explore the antecedents of an employee’s ethical decisions, particularly with respect to unethical behavior and its effects. To capture an employee’s psychological perception of unethical behavior in the workplace, this paper integrates organizational factors into the Theory of Reasoned Action. By conducting an empirical study in a Chinese firm, we found that codes of conduct and performance pressure have (...) a significant influence on an employee’s attitude toward and social beliefs about unethical behavior. We also demonstrated that employees’ unethical behaviors affect the firm performance of an entrepreneurial venture. The insights gleaned from the findings on this Chinese company have a number of important implications for both research and practice. (shrink)

The role of artificial intelligence (AI) in organizations has fundamentally changed from performing routine tasks to supervising human employees. While prior studies focused on normative perceptions of such AI supervisors, employees’ behavioral reactions towards them remained largely unexplored. We draw from theories on AI aversion and appreciation to tackle the ambiguity within this field and investigate if and why employees might adhere to unethical instructions either from a human or an AI supervisor. In addition, we identify employee characteristics (...) affecting this relationship. To inform this debate, we conducted four experiments (total N = 1701) and used two state-of-the-art machine learning algorithms (causal forest and transformers). We consistently find that employees adhere less to unethical instructions from an AI than a human supervisor. Further, individual characteristics such as the tendency to comply without dissent or age constitute important boundary conditions. In addition, Study 1 identified that the perceived mind of the supervisors serves as an explanatory mechanism. We generate further insights on this mediator via experimental manipulations in two pre-registered studies by manipulating mind between two AI (Study 2) and two human supervisors (Study 3). In (pre-registered) Study 4, we replicate the resistance to unethical instructions from AI supervisors in an incentivized experimental setting. Our research generates insights into the ‘black box’ of human behavior toward AI supervisors, particularly in the moral domain, and showcases how organizational researchers can use machine learning methods as powerful tools to complement experimental research for the generation of more fine-grained insights. (shrink)

Research has found that employees may engage in unethical behaviors to protect the organization or their leaders, which is called unethical pro-organizational behaviors (UPB, Umphress et al., 2010)...

ABSTRACT By integrating theories of social learning and moral judgment, we developed a theoretical model on whether and when peers imitate employees’ unethical pro-organizational behavior in the workplace. The study, which involved 256 employees in a large manufacturing company in China, revealed that employees’ UPB positively predicted peers’ vicarious learning of UPB, with the effect strengthened by employees’ organizational tenure but weakened by peers’ deontic injustice. Moreover, the positive effect of employees’ UPB on their peers’ vicarious learning was (...) mitigated, and even turned negative when employees’ organizational tenure was low, but peers’ deontic injustice was high. (shrink)

Pornography is no longer an activity confined to a small group of individuals or the privacy of one’s home. Rather, it has permeated modern culture, including the work environment. Given the pervasive nature of pornography, we study how viewing pornography affects unethical behavior at work. Using survey data from a sample that approximates a nationally representative sample in terms of demographics, we find a positive correlation between viewing pornography and intended unethical behavior. We then conduct an (...) experiment to provide causal evidence. The experiment confirms the survey—consuming pornography causes individuals to be less ethical. We find that this relationship is mediated by increased moral disengagement from dehumanization of others due to viewing pornography. Combined, our results suggest that choosing to consume pornography causes individuals to behave less ethically. Because unethical employee behavior has been linked to numerous negative organization outcomes including fraud, collusion, and other self-serving behaviors, our results have implications for most societal organizations. (shrink)

Ethical leadership is an important construct in the literature on behavioral ethics in organizations, given its link with employee attitudes and behaviors. What remains unclear, however, is what leader characteristics are associated directly with ethical leader perceptions and indirectly with employee unethical behavior. In this paper, we use a socio-cognitive lens to integrate goal orientation theory with the literature on ethical behavior in organizations. Specifically, we propose that certain patterns of managers’ goal-oriented behavior provide (...) signals and cues to employees about their managers’ ethical leadership, which then relates to employee displays of more unethical behavior. Using a sample of 265 manager–employee dyads, our findings largely support our claims. We found that leader performance-avoid goal orientation was negatively related to perceptions of ethical leadership and positively related to employee unethical behavior. Moderated mediation tests indicated that the positive indirect effect of leader performance-avoid goal orientation on employee unethical behavior through perceptions of ethical leadership was attenuated by higher levels of leader learning goal orientation. Taken together, these findings suggest that when leaders emphasize avoiding failure while downplaying the importance of personal learning and development, employees perceive them as less ethical and are more willing to engage in ethical misconduct. We discuss implications of our findings for both theory and practice. (shrink)

The COVID-19 pandemic has created enormous challenges for organizations and employees. Due to the effectiveness of idiosyncratic deals in management practices, more and more organizations use this human resource management tool to address the challenges posed by the COVID-19 pandemic. However, whether there are potential risks or negative effects of i-deals in the COVID-19 pandemic environment is not very clear. Drawing upon social cognitive theory, we proposed that i-deals may foment focal employees’ unethical behavior by triggering their hubristic (...) pride, and such process may be moderated by their trait of grandiose narcissism. We conducted a survey during the COVID-19 outbreak and tested our hypotheses with 492 samples from Shandong Province, China. Consistent with predictions, we found a positive relationship between i-deals and hubristic pride, which, in turn, increased their unethical behavior. And the relationship between i-deals and unethical behavior was mediated by hubristic pride. Furthermore, grandiose narcissism strengthened the positive relationship between i-deals and hubristic pride, as well as the indirect effect of i-deals on unethical behavior via hubristic pride. Our findings contributed to the literature on i-deals and provided guidance for organizations to address the challenges posed by the COVID-19 pandemic. (shrink)

Although theory refers to organizational culture as an important variable in corrupt organizations, only little empirical research has addressed the characteristics of a corrupt organizational culture. Besides some characteristics that go hand in hand with unethical behavior and other features of corrupt organizations, we are still not able to describe a corrupt organizational culture in terms of its underlying assumptions, values, and norms. With a qualitative approach, we studied similarities of organizational culture across different corrupt organizations. In this (...) study, we performed content analysis on interviews of 14 independent experts about their experience with corrupt organizations. With this approach, we gained insights about different corrupt organizations spanning different branches (e.g., government, foreign trade, pharmacy, sports, building industry). We found that corrupt organizations perceive themselves to fight in a war, which leads to their taken-for-granted assumption that “the end justifies the means”. This assumption inspires many values and norms of the organizational culture. An important value in a corrupt organization is “security”, and an important norm is punishment of deviant (i.e., non-corrupt) behavior. Furthermore, managers and employees differ in their perception of organizational culture. While the management endorses values, such as success, results, and performance, and implements these values in their norms of goal setting, employees make use of rationalization strategies and endorse values of security and team spirit. (shrink)

This study examines a model involving income, the love of money, pay satisfaction, organizational commitment, job changes, and unethical behavior among 211 full-time employees in Hong Kong, China. Direct paths suggested that the love of money was related to unethical behavior, but income (money) was not. Indirect paths showed that income was negatively related to the love of money that, in turn, was negatively related to pay satisfaction that, in turn, was negatively associated with unethical (...) behavior. Pay satisfaction was positively related to organizational commitment. Thus, the love of money is the root of evil, but money is not. (shrink)

Reoccurring instances of unethical employee behavior raises the question of the effectiveness of organization’s employee ethics training programs. This research seeks to examine employee ethics training programs among US-based global organizations by asking members of the Ethics and Compliance Officer Association to describe various elements of their organizations’ ethics training programs. This investigation and assessment reveal that there are some effective aspects of ethics training but five serious concerns are identified and discussed as potential contributions (...) to the lack of ethics among business organizations’ employees. (shrink)

The study seeks to determine the influence of economic reward on unethical behavior with the help of a Reward Punishment Model. The model postulates that ethical or unethical behavior depends on the relationship among three factors: economic reward or benefit that a businessperson receives from the unethical practice, the severity of punishment the society imposes for such wrong-doing, and the probability of receiving the punishment. A short survey, which contained a hypothetical ethical situation, was administered (...) to 251 respondents. The findings indicate that the probability of risk-taking decreases as the level of punishmentand the chance of being caught increases. (shrink)

Although extant literature has covered the differences between unethical behaviors in relation to perpetrators and targets, most of this research has not considered the effects of observed unethical behaviors on employees. In this study, we focus on observed unethical behaviors of peers targeted at their organization and examine how witnessing a peer engage in an organizationally targeted unethical behavior would impact the observer. Drawing on cognitive appraisal theory, we propose that organizational identification will inform emotions, (...) which in turn will shape employee silence, depending on how employees appraise the observed unethical behavior. We theorize that peer unethical behaviors would induce anger, anxiety, and vicarious shame, which will guide employees’ quiescent and prosocial silence behaviors. In addition, we suggest that the proposed relationships would vary with the level of organizational identification. With a sample of 329, results from a between-subject scenario study generally supported our hypotheses. There was a combined effect of peer unethical behaviors and organizational identification on anger, anxiety, and shame, which in turn led to employee silence in the cases of anxiety and shame. (shrink)

Functional language has been used in many multinational corporations as a way to overcome the problems caused by the coexistence of multiple languages in the workplace. The existing literature has explored the importance, adoption, and effectiveness of functional language. Yet, how functional language shapes host country employees’ moral cognition and behavior is insufficiently researched. Guided by the Social Identity Theory, this manuscript shows that host country employees’ functional language proficiency enhances their unethical pro-organizational behavior through their linguistic (...) group identification and moral disengagement. We tested our predictions using the data collected from 309 full-time host country employees through an online survey, and the results generally supported our hypotheses. The findings make contributions to both international management and language literature and organizational moral behavior literature. (shrink)

Unethical pro-family behavior is prevalent in organizations and has adverse effects on organizations, but very few studies have examined the factors that lead to UPFB. We use a cognitive appraisal theoretical framework to argue that employees’ unethical pro-family behavior results from work and family conflicts are mediated by threat appraisal and moderated family collectivism orientation. Based on the questionnaire data of 496 full-time employees from two-time points, we found that WFC/FWC was positively correlated with UPFB where (...) threat appraisal played a mediating role in this relationship; Family collectivism orientation strengthens the threat appraisal-UPFB relationship and the mediation relationship between WFC/FWC and UPFB via threat appraisal. These findings offer an understanding of the theoretical and practical implications which could help organizations reduce UPFB. Finally, we discuss possible directions for future research. (shrink)

In this paper, we aim to examine the indirect effects of moral leadership on unethical pro-organizational behavior (UPB). Drawing on Social Identity Theory, identification with supervisors (social identity) and taking responsibility (personal identity) were hypothesized as mediators linking moral leadership and UPB. In addition, we aim to investigate the moderating role of moral courage in the relationship between moral leadership and UPB. We conducted two studies with two distinct samples: one on a sample of 161 MBA students, and (...) the other on a sample of 205 enterprise employees in China. Data were collected through a self-reported questionnaire based on a two-wave research design and analyzed through Structural Equation Modeling. Results showed that moral leadership increased UPB through promoting identification with supervisors while reducing UPB via increasing taking responsibility. Additionally, the results also showed that moral courage moderated the mediating effects of identification with supervisors and taking responsibility upon the relationship between moral leadership and UPB. We contribute to the literature by demonstrating that moral leadership exerts its paradoxical effects on UPB indirectly through its impact on identification with supervisors and taking responsibility and therefore offers a better understanding of how and when moral leadership influences UPB. A number of managerial implications are also discussed. (shrink)

Business Ethics, the Environment & Responsibility, Volume 31, Issue 2, Page 524-535, April 2022.

We investigate the extent to which perceptions of the authenticity of supervisor’s personal integrity and character (ASPIRE) moderate the relationship between people’s love of money (LOM) and propensity to engage in unethical behavior (PUB) among 266 part-time employees who were also business students in a five-wave panel study. We found that a high level of ASPIRE perceptions was related to high love-of-money orientation, high self-esteem, but low unethical behavior intention (PUB). Unethical behavior intention (PUB) (...) was significantly correlated with their high Machiavellianism, low self-esteem, and low intrinsic religiosity. Our counterintuitive results revealed that the main effect of LOM on PUB was not significant, but the main effect of ASPIRE on PUB was significant. Further, the significant interaction effect between LOM and ASPIRE on unethical behavior intention provided profoundly interesting findings: High LOM was related to high unethical behavior intention for people with low ASPIRE, but was related to low unethical intention for those with high ASPIRE. People with high LOM and low ASPIRE had the highest unethical behavior intention; whereas those with high LOM and high ASPIRE had the lowest. We discuss results in light of individual differences, ethical environment, and perceived demand characteristics. (shrink)

Drawing on social exchange theory, we argue that family-supportive supervisor behavior (FSSB) inhibits employees’ unethical pro-family behavior (UPFB) via the mediation of felt obligation. We further propose that employees’ positive reciprocity beliefs strengthen the hypothesized relationships. Using a sample consisting of 345 full-time employees from an Internet service company located in China, we found that felt obligation partially mediated the negative relationship between FSSB and UPFB and that the FSSB-felt obligation relationship and the mediation relationship were stronger (...) for employees with higher positive reciprocity beliefs. Theoretical and practical implications, limitations, and future directions are discussed. (shrink)

This study aims to provide a comprehensive understanding about the mechanism that underlies the detrimental effects of workplace spirituality dimensions on employee unethical pro-organizational behavior, directly as well as indirectly, through job satisfaction. Using a sample consisting of 458 employees in various organizations in China, this study reveals that two dimensions of WPS are positively associated with UPB. Also the results of this paper show that each of the three dimensions of WPS has a significant positive relationship (...) with job satisfaction. Furthermore, this study successfully confirms the mediating effect of job satisfaction in the relationship between WPS dimensions and UPB. Finally, theoretical and practical implications, future research directions and limitations of this study are discussed at the end of this research article. (shrink)

The goal of this paper is to examine the impact of leadership and promotion regulatory focus on employees’ willingness to engage in unethical pro-organizational behavior . Building from a person–situation interactionist perspective, we investigate the interaction of leadership style and how leaders frame messages, as well as test a three-way interaction with promotion focus. Using an experimental design, we found that inspirational and charismatic transformational leaders elicited higher levels of UPB than transactional leaders when the leaders used loss (...) framing, but not gain framing. Furthermore, followers’ promotion regulatory focus moderated this relationship such that the effect held for followers with low promotion focus, but not for individuals with high promotion focus. Our findings extend the understanding of UPB, offer theoretical mechanisms to explain when this behavior occurs, and contribute to leadership theory and research on ethical decision making. (shrink)

This study explores the psychological mechanism underlying and the boundary condition affecting the relationship between leader unethical pro-organizational behavior (UPB) and subordinate silence. Drawing on social cognitive theory (SCT), we posit that leader UPB may decrease subordinate moral ownership, which in turn might trigger subordinate silence; we further hypothesize that corporate social responsibility (CSR) directed toward employees may weaken the relationship between leader UPB and subordinate moral ownership as well as the indirect relationship between leader UPB and subordinate (...) silence via subordinate moral ownership. A time-lagged survey of a sample consisting of 304 leader–subordinate dyads located in China supports the hypothesized moderated mediation model. This research explores the consequences of UPB and provides guidelines for practitioners. (shrink)

Today’s organizations are operating in a highly competitive and changing environment ‎that ‎pushes them to adapt their organizational structures to such ‎environments continuously. ‎However, the ethical behavior of employees is considered a bridge to the organization’s success ‎, driven by positive beliefs. This study's purpose of examining the psychological and ethical ‎beliefs' that influence employees' behavior at the workplace through a literature review. This ‎paper uses two terms: "ethical beliefs” and “psychological beliefs.” They both ‎are different but can (...) significantly influence the behavior of employees. Positive psychological and ‎strong ethical beliefs drive ethical behaviors at the workplace, such as honesty, accountability, ‎fairness, responsibility, trust, and integrity, which lead to better performance, a productive team, and ‎positivity in the workplace. It helps to develop a professional relationship with employees, ‎effective communication, accountability, and professionalism at work. While negative ‎psychological and weak ethical beliefs drive unethical behavior, including taking credit for other ‎hard work, abuse, verbal harassment, violence, lack of ambitions and professionalism, theft, ‎corrupt practices, etc. Finally, the arguments demonstrate that some ethical beliefs are perceived ‎to be more objective and appropriate than psychological beliefs. The ethical beliefs of workers ‎considered more formal than psychological beliefs. ‎. (shrink)