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Zulkifli, Faizal, and Norizah Mustamil. "The Role of Moral Disengagement in the Relationships between Ethical Ideology and Unethical Pro-Organizational Behaviour." 15TH GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES ON 14 - 15 SEPTEMBER 2023, NOVOTEL BANGKOK PLATINUM PRATUNAM, THAILAND 15, no. 1 (September 14, 2023): 136. http://dx.doi.org/10.35609/gcbssproceeding.2023.1(136).
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There is growing research by a group of researcher on unethical pro-organisation behaviour (UPB) especially after the misconduct of carbon emission by Volkswagen, the researchers have trying to understand why, how and when employees would conduct UPB by using various theories (Mishra et al., 2021) including moral disengagement theory (Mishra et al., 2021). Drawing from moral disengagement theory (Bandura, 1990) we argue that moral disengagement mechanism mediates the relationships between ethical ideology and UPB. As the literature of moral disengagement in unethical behaviour and UPB heavily tested and rely on moral disengagement as unidimensional construct, so less is known which mechanisms of moral disengagement influence employees behaviour (Ogunfowora et al., 2021). So, this paper will examine how idealist and relativist adopting moral disengagement mechanisms in justifying their immoral act of UPB. The study is a cross sectional study which the data was collected through paper and pencil survey. A total of 387 responses were collected from private sectors employees in Klang Valley, Kuala Lumpur, Malaysia. The respondents received RM10 KFC voucher as a token. The data quality measures were used by including attention check questions and marker variable (Moore et al., 2021). All the responses were measured using 7-likert scale, where 1 – strongly disagree and 7-strongly agree. Employees ethical ideology was measured using 20 items by (Forsyth, 1980), moral disengagement was measured using 32 items by (Bandura, 1990), and UPB was measure using 6 items by (Umphress et al., 2010), The analysis was conducted using SPSS Version 27, and the mediation analysis was tested using PROCESS. Keywords: Unethical pro-organizational behaviour, moral disengagement, ethical ideology
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Koçak, Daimi. "Leader-member exchange and unethical pro-organizational behavior." Ekonomski vjesnik 35, no. 2 (2022): 301–13. http://dx.doi.org/10.51680/ev.35.2.6.
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Purpose: In this study, drawing on social learning theory, a moderated mediation model was tested. This model examines organizational identification as the mediator and employee unethical tolerance as the moderator in relationships between leader-member exchange (LMX) and unethical pro-organizational behaviors (UPB). Methodology: The research sample is comprised of 432 full-time employees of a private company operating in the service sector in Turkey. Results: Consistent with the theoretical model, analysis results indicate that organizational identification mediated a positive relationship between LMX and UPB. Furthermore, results supported the moderated mediation model and showed that an indirect effect of LMX on UPB through organizational identification is stronger when EUT is high rather than low. Conclusion: This study contributes to LMX and UBP literature by integrating research on organizational identification and employee unethical tolerance.
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Nguyen, Canh Minh, Lu Zhang, and David Morand. "The Effect of Managers’ Unethical Pro-Organizational Behavior (UPB) on Subordinates' UPB." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 11643. http://dx.doi.org/10.5465/ambpp.2019.11643abstract.
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Uymaz, Ali Osman, and Serdar Arslan. "Unethical pro-organizational behavior as an outcome of servant leadership." Journal of Management & Organization 28, no. 1 (October 6, 2021): 33–57. http://dx.doi.org/10.1017/jmo.2021.49.
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AbstractThis study tested the relationship between servant leadership, unethical pro-organizational behavior (UPB) of employee, trust in managers, and employees' positive reciprocity beliefs (PRB). Data were collected from 392 employees who work in four and five-star hotels in Alanya, Turkey. Structural equation modeling and artificial neural network analyses provided evidence for direct and indirect relationships between servant leadership and employee UPB via trust in manager and PRB. Specifically, trust in manager and PRB strengthened the relationship of servant leadership with employee UPB. These findings suggest that servant leadership could have a previously unexplored dark side in certain contexts. The study enhances the servant leadership and UPB literature. It also suggests certain practical implications for hotel managers to be able to reduce employee UPB. The limitations and future research suggestions of the study are discussed.
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Zhang, Suchuan. "Impact of workplace ostracism on unethical pro-organizational behaviors." Personnel Review 49, no. 8 (December 18, 2019): 1537–51. http://dx.doi.org/10.1108/pr-05-2019-0245.
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Purpose The purpose of this paper is to examine the effect of workplace ostracism on unethical pro-organizational behavior (UPB), by focusing on the moderating role of value alignment of WPS. Design/methodology/approach The theoretical model was tested using data collected from 434 employees in different companies from Shanxi provinces in China. Analysis of lagged data is used to empirically test the relationship between workplace ostracism and UPB. Findings The study found that ostracized individuals are more likely to engage in UPB when they embrace high value alignment with the organization. Originality/value This study examines the moderating effect of WPS, providing boundary condition for the relationship between workplace ostracism and UPB. So far, most of the empirical work has identified moderators that only buffer the relationship between ostracism and negative outcomes, and the result for moderators that actually determine pro-social responses has not yet to be discovered.
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Xu, Ting, and Zhike Lv. "HPWS and unethical pro-organizational behavior: a moderated mediation model." Journal of Managerial Psychology 33, no. 3 (April 9, 2018): 265–78. http://dx.doi.org/10.1108/jmp-12-2017-0457.
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Purpose The purpose of this paper is to examine the effect of employees’ perceptions of high-performance work systems (HPWS) on unethical pro-organizational behavior (UPB), and explores the mediating role of psychological ownership and the moderating role of moral identity. Design/methodology/approach The hypotheses were tested by using two-wave survey data that were collected from 306 employees in Chinese enterprises. Findings This study found that HPWS were positively related to UPB, and psychological ownership partially mediated this relationship. Results also revealed that moral identity negatively moderated the relationship between psychological ownership and UPB, and the indirect effect of HPWS on UPB via psychological ownership was weaker for employees high in moral identity. Research limitations/implications The generalizability of the findings is limited, and the cross-sectional data cannot draw any clear causal inference among variables. Practical implications Managers should pay attention to the “dark side” of HPWS and incorporate ethics in the HPWS. Moreover, organizations should provide correct guidance for their pro-organizational behaviors to avoid employees doing bad things for good reasons. Originality/value This study first extends HPWS research to employee’s UPB, uncovers employees’ psychological ownership toward organizations as the pivotal mechanism underlying this relationship, and indicated moral identity can regulate employees unethical behavior.
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Khushk, Amir, Zhang Zengtian, and Yang Hui. "Holistic view of unethical pro-organizational behavior: literature review." Организационная психология 12, no. 3 (2022): 168–81. http://dx.doi.org/10.17323/2312-5942-2022-12-3-168-181.
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urpose. The current study aims to use existing literature to examine the antecedents and constraints of new constructs, namely unethical yet beneficial for the organization. Approach. We conducted an extensive literature review of 46 published papers between 2010 and 2020 using multiple sources such as Web of Science and Scopus. Findings. Literature addressed two essential characteristics of unethical behavior within an organization. Initially, market intensity, followed by misleading favorable to hierarchical behavior, known as unethical pro-organizational behavior (UPB). Findings also suggestthat to eliminate such behavioral inclinations, organizations should clearly communicate their valuesand goals. Implications for practice. The current study has a lot of management implications. As past literature implies that employees are more likely to engage in UPB, firms must ensure that systems are inplace to limit the chance that workers would engage in such conduct, considering it is potential to harman organization’s reputation.
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Xu, Lin, and Jigan Wang. "Influence of Challenge–Hindrance Stressors on Unethical Pro-Organizational Behavior: Mediating Role of Emotions." Sustainability 12, no. 18 (September 14, 2020): 7576. http://dx.doi.org/10.3390/su12187576.
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Unethical pro-organizational behavior (UPB), which threatens the sustainable development of enterprises, has become important research content in organizational management in recent years. Based on the framework of challenge–hindrance stressors, we explored the effect of stress on UPB from an emotional perspective. Multi-mediation models were constructed to reveal the relationship between stressors (challenge and hindrance stressors) and UPB, and the mediating roles of individual anxiety, attentiveness, and anger. The results of 375 questionnaires indicated that challenge stressors had no significant relationship with UPB due to the presence of the suppression effect. Challenge stressors had a positive effect on UPB through anxiety and a negative effect on UPB through attentiveness. Hindrance stressors had a positive effect on UPB through the mediation of anxiety and anger. Managers can benefit from the findings to correctly cope with employees’ emotional reactions and unethical behaviors caused by work stress, and take appropriate management measures to reduce and prevent employees’ UPB.
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Belausteguigoitia Rius, Imanol, and Dirk De Clercq. "Knowledge sharing and unethical pro-organizational behavior in a Mexican organization." Management Research: Journal of the Iberoamerican Academy of Management 16, no. 3 (August 20, 2018): 248–69. http://dx.doi.org/10.1108/mrjiam-07-2017-0768.
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Purpose This paper aims to investigate the relationship of knowledge sharing with unethical pro-organizational behavior (UPB) and the potential augmenting effects of two factors: employees’ dispositional resistance to change and perceptions of organizational politics. Design/methodology/approach Quantitative data come from employees in a Mexican manufacturing organization. The hypotheses tests use hierarchical regression analysis. Findings Knowledge sharing increases the risk that employees engage in UPB. This effect is most salient when employees tend to resist organizational change or believe the organizational climate is highly political. Practical implications Organizations should discourage UPB with their ranks, and to do so, they must realize that employees’ likelihood to engage in it may be enhanced by their access to peer knowledge. Employees with such access may feel more confident that they can protect their organization against external scrutiny through such unethical means. This process can be activated by both personal and organizational factors that make UPB appear more desirable. Originality/value This study contributes to organizational research by providing a deeper understanding of the risk that employees will engage in UPB, according to the extent of their knowledge sharing. It also explicates when knowledge sharing might have the greatest impact, both for good and for ill.
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Zhang, Bocheng, and Zhe Wang. "The Impact of Fear of External Threats on Unethical Pro-Organizational Behavior." Social Behavior and Personality: an international journal 51, no. 5 (May 2, 2023): 1–13. http://dx.doi.org/10.2224/sbp.12157.
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Within the context of the current global economic crisis, employees generally have a high level of fear that may lead them to use unethical pro-organizational behavior (UPB) to increase their sense of control. We used self-control theory to explore the mechanisms and boundary conditions of employees' fear of external threats and how this affects their levels of UPB. We conducted a twowave survey of 544 finance personnel in China. The results indicated that fear of external threats was positively correlated with UPB and that sense of control mediated this relationship. Perceived ethical climate reinforced the negative relationship between sense of control and UPB, which, in turn, weakened the positive effect of participants' sense of control, whereas fear of external threats increased the incidence of UPB. Implications are discussed.
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Graham, Katrina A., Christian J. Resick, Jaclyn A. Margolis, Ping Shao, Michael B. Hargis, and Jason D. Kiker. "Egoistic norms, organizational identification, and the perceived ethicality of unethical pro-organizational behavior: A moral maturation perspective." Human Relations 73, no. 9 (September 28, 2019): 1249–77. http://dx.doi.org/10.1177/0018726719862851.
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Do some employees engage in unethical behavior because they actually believe it is the right thing to do? We explore this question in this article. Unlike other forms of unethical behavior, unethical pro-organizational behavior (UPB) is aimed at benefiting the perpetrator’s organization. We propose that employees are increasingly likely to engage in UPB when they believe these acts are ethically appropriate, and that these ethicality beliefs are strongest among employees who work in departments with egoistic norms. Such norms lack guidance on the importance of protecting outside stakeholders’ interest, and provide limited moral knowledge about the broader implications of UPB. We further propose that organizational identification strengthens these effects. Across three field studies, we find support for the hypothesized effects. Ethical judgments of UPB were positively related to both self (Studies 1 and 3) and supervisor (Study 2) ratings of employee UPB. In turn, acts of UPB were judged more ethically appropriate in departments with egoistic norms, and these positive ethical judgments mediated the relationships between egoistic norms and employee UPB (Study 2). Finally, the indirect effects of egoistic norms were strongest among employees with high levels of organizational identification (Study 3). Implications for theory and research are discussed.
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Zhang, Yun, Bin He, Qihai Huang, and Jun Xie. "Effects of supervisor bottom-line mentality on subordinate unethical pro-organizational behavior." Journal of Managerial Psychology 35, no. 5 (June 18, 2020): 419–34. http://dx.doi.org/10.1108/jmp-11-2018-0492.
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PurposeThis study aims to examine how supervisor bottom-line mentality (BLM) influences subordinate unethical pro-organizational behavior (UPB), considering the mediating role of subordinate moral disengagement and the moderating role of their power-distance orientation.Design/methodology/approachThe theoretical model was tested using two-wave data collected from employees of five firms in southern China.FindingsSubordinate moral disengagement was found to mediate the positive relationship between supervisor BLM and subordinate UPB. Furthermore, for subordinates with high power-distance orientation, the positive relationship between supervisor BLM and subordinate moral disengagement and the indirect positive relationship between supervisor BLM and subordinate UPB were both strengthened.Practical implicationsFirst, organizations should train their employees to pursue goals ethically based on established standards and policies for acceptable behavior and to punish UPB. Second, organizations should strengthen employees' ethics and reduce their likelihood of moral disengagement. Finally, organizations should create an environment that allows subordinates to question their supervisors’ BLM.Originality/valueFirst, the results demonstrate that supervisor BLM is an antecedent of subordinate UPB. Second, the study sheds important new light on how employees respond to supervisor BLM through cognitive processes. Third, it examines the moderating role of subordinate power-distance orientation between supervisor BLM, moral disengagement and UPB.
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Rhee, Young Won, and Elizabeth Eve Umphress. "Interfacing Unethical Pro-Other Behavior (UPB): Investigating the Social and Moral Dynamics of UPB." Academy of Management Proceedings 2018, no. 1 (August 2018): 15327. http://dx.doi.org/10.5465/ambpp.2018.15327symposium.
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Xiong, Guanxing, Huadong Huang, Yingyi Ma, Cuiqi Liang, and Haixia Wang. "Abusive Supervision and Unethical Pro-Organizational Behavior: The Mediating Role of Status Challenge and the Moderating Role of Leader–Member Exchange." SAGE Open 11, no. 3 (July 2021): 215824402110335. http://dx.doi.org/10.1177/21582440211033560.
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Unethical pro-organizational behavior (UPB) refers to unethical behavior that employees engage in to benefit their organization. Although UPB has received great attention from management scholars, little research has tested the influence of negative and destructive behavior from supervisors, such as abusive supervision, on UPB. Using conservation of resources theory, this study examines when and how abusive supervision affects UPB. Data were obtained from Chinese enterprises, and 368 time-tagged questionnaires were analyzed to test the moderated mediation model. Results revealed that abusive supervision positively influences UPB and that status challenge mediated this relation. Furthermore, the indirect effect of status challenge was moderated by leader–member exchange (LMX). Specifically, this effect was stronger when LMX was high. We discuss the theoretical and practical implications of our findings, and propose future research directions.
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Toirova, Munisa, and Yoonjung Baek. "Why narcissistic individuals engage in unethical pro-organizational behavior. Testing a moderated mediation model." Asia-Pacific Journal of Business Administration 13, no. 3 (April 30, 2021): 320–34. http://dx.doi.org/10.1108/apjba-11-2020-0396.
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PurposeThe purpose of the current research is to study the relationship between narcissism and unethical pro-organizational behavior (UPB), and also examine whether status striving mediates the relationship between narcissism and UPB among individuals with high organizational identification.Design/methodology/approachData that was used to test the research model were collected from five companies in the trading sector in Tashkent, Uzbekistan. The final sample included 200 responses, among all participants 29.5% were in a leadership position.FindingsThe current research found that narcissism leads individuals to exhibit a willingness to engage in UPB. Furthermore, status striving mediates the relationship between narcissism and UPB among individuals with high organizational identification.Research limitations/implicationsResearch did not use actual reported UPB but measured employees' willingness to engage in UPB.Practical implicationsOrganizations should develop special ethics guidance to change the employee's perceptions of UPB from the act of helping or protecting the organization to undesirable behavior in the organization. Moreover, the organization may develop an ethical counseling program, by which individuals may perceive that ethical behavior is valuable for the organization.Originality/valueCurrent study examines the relationship between narcissism and UPB. Moreover, it provides empirical support for the notion that the relationship between narcissism and UPB is mediated by status striving among individuals with high organizational identification.
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Guo, Limin, Hongdan Zhao, Ken Cheng, and Jinlian Luo. "The relationship between abusive supervision and unethical pro-organizational behavior: linear or curvilinear?" Leadership & Organization Development Journal 41, no. 3 (April 13, 2020): 369–81. http://dx.doi.org/10.1108/lodj-05-2019-0214.
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PurposeBased on social exchange theory and research on proactive personality, this study aims to explore the relationship between abusive supervision and unethical pro-organizational behavior (UPB), taking proactive personality as a boundary condition.Design/methodology/approachThis study conducted a two-wave questionnaire survey and used data from 353 Chinese employees of a diversified company to test the research hypotheses.FindingsThe relationship between abusive supervision and UPB varied with proactive personality. Specifically, abusive supervision had an inverted U-shaped effect on UPB when proactive personality was high, while abusive supervision was negatively related to UPB when proactive personality was low.Research limitations/implicationsMore research are encouraged to replicate our study in different cultural contexts. Besides, future research can gather data from dyads (e.g. supervisor–subordinate dyad and coworker–subordinate dyad) so as to increase the objectivity and validity of the data.Practical implicationsManagers should reduce abusive supervision and elevate proactive employees' moral awareness.Social implicationsThis study hopes that the authors’ findings will help practitioners to devote greater attention to managing proactive personality, abusive supervision and UPB in the organization.Originality/valueFirst, this study enriches the abusive supervision literature by identifying UPB as a consequence of abusive supervision. Second, this study provides a better understanding of the coping tactics used to combat abusive supervision. Third, this study uncovers a dark side of proactive personality by verifying the moderating effect of proactive personality.
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Hosain, Md Sajjad. "Unethical Pro-organisational Behaviour: Concepts, Motives and Unintended Consequences." Asia-Pacific Journal of Management Research and Innovation 15, no. 4 (December 2019): 133–37. http://dx.doi.org/10.1177/2319510x19883084.
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With the increase in diversity in the nature of job and human behavioural complicatedness, a new common phenomenon has emerged in workplaces termed as unethical pro-organisational behaviour which has succeeded to attract the attention of behavioural academicians. As a fairly new concept, there is lack of adequate research in this area of organisational psychology. The article mainly aims at discussing the motives for and the consequences of such behaviours with the help of existing literature available. The author argues that the organisations should express their intentions and actions in order to reduce such behavioural tendencies. The article is expected to help further research in this area by summarising the highlights from existing works available.
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Yan, Hongmin, David Solnet, and Tyler G. Okimoto. "Helping the organization but harming customers: a social identity perspective of unethical pro-organizational behavior." Journal of Services Marketing 37, no. 7 (August 11, 2023): 927–43. http://dx.doi.org/10.1108/jsm-01-2023-0004.
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Purpose The purpose of this paper is to investigate a special type of unethical behaviors among frontline service employees – unethical pro-organizational behaviors (UPB). Building on social identity theory, the paper examines how social identifications with the organization and customers interactively affect employees' engagement in UPB. The paper also explores the underlying psychological mechanisms that explain this effect. Design/methodology/approach This study uses a multistage, sequential research design to test the hypothesized model. Studies 1A and 1B use scenario-based experiments with a randomized between-subjects design. Study 2 uses a survey design to replicate and expand the findings from Study 1 by collecting survey data from frontline service employees in various service sectors. Findings The results across two studies reveal that high organizational identification will motivate employees to engage in UPB when the opportunity arises, while employees who also identify with customers will more likely abstain from committing UPB. Findings from the survey study also show that this interactive effect on UPB is achieved by devaluing customers as tools or placing fault upon them. Originality/value This research provides a deeper exploration of the UPB at the organizational frontline. From a social identity theoretical perspective, this research examines how identification with customers and with the organization jointly shape frontline employees' engagement in UPB. In doing so, this research provides insight into the contextual limitations of existing UPB research while also offering practically relevant implications for managing UPB in frontline service contexts.
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Lin, Sen, Siyu Chen, and Xun Liu. "The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects." Buildings 13, no. 10 (October 19, 2023): 2640. http://dx.doi.org/10.3390/buildings13102640.
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The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress.
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Nam, SangHee, and Hyejin Moon. "The Effect of Unethical Pro-organizational Behavior on Hiring Intention: The Moderating Effects of Collectivism and Consideration of Future Consequences." Korean Academy of Organization and Management 46, no. 4 (November 30, 2022): 47–74. http://dx.doi.org/10.36459/jom.2022.46.4.47.
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Tremendous costs created by corporate scandals have enhanced social and scholarly attention to employee unethical behaviors. Among various types of unethical behaviors, unethical pro-organizational behaviors (UPB), with their unique qualities of unethicality and pro-organizational orientation, elicit ambivalent attitudes from observers. Shifting from previous approaches that focused on either actors or ingroup observers, the current research aimed to explore the attitudes of outgroup observers toward a hypothetical job applicant who either engaged in or refused to engage in UPB. Especially, drawing on moral utility theory (Hirsh et al., 2018) that considers subjective expected utility of behaviors, the current research explored how observers’ consideration of future consequences moderates the relationship between collectivistic orientation and reaction to the applicant’s UPB history. The current online experimental study involved hypothetical scenarios, and analysis was conducted on 173 workers in Korea who completed both questionnaires with two waves. First, participants preferred candidates with no UPB-related episode over others, supporting Hypothesis 1. Second, consistent with Hypothesis 2, the three-way interaction among UPB condition, collectivistic orientation, and consideration of future consequences was supported. Specifically, in UPB condition, when consideration of future consequences is high, collectivistic orientation was positively associated with hiring intentions; however, when consideration of future consequences is low, collectivistic orientation was negatively associated with hiring intentions. Finally, Hypothesis 3 was not supported because the higher the collectivistic orientation, the higher the hiring intentions, regardless of the level of consideration of future consequences. This study contributed to expanding UPB research by comprehensively considering the response of third parties to the applicant’s UPB history and empirically testing the effects of moderating variables. Finally, based on the research findings, we provided practical implications.
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Hsieh, Hui-Hsien, Hao-Hsin Hsu, Kuo-Yang Kao, and Chih-Chieh Wang. "Ethical leadership and employee unethical pro-organizational behavior: a moderated mediation model of moral disengagement and coworker ethical behavior." Leadership & Organization Development Journal 41, no. 6 (June 27, 2020): 799–812. http://dx.doi.org/10.1108/lodj-10-2019-0464.
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PurposeThe purpose of this study is to understand how ethical leadership and coworker ethical behavior will influence employee unethical pro-organizational behavior (UPB). In particular, the authors examine the mediating effect of moral disengagement on the relationship between ethical leadership and UPB and also investigate the moderating effect of coworker ethical behavior on the aforementioned effect.Design/methodology/approachData were collected from 251 employee–coworker dyads from five organizations in Taiwan at two time points. Moderated mediation analysis was conducted to test the hypotheses.FindingsThe results show that moral disengagement mediates the relationship between ethical leadership and employee UPB. Moreover, the results show that coworker ethical behavior moderates the relationship between moral disengagement and employee UPB, as well as the mediated relationship between ethical leadership and employee UPB via moral disengagement. Specifically, both the moral disengagement–UPB relationship and the ethical leadership–moral disengagement–UPB relationship become weaker when coworker ethical behavior is high.Practical implicationsThe results highlight the importance of creating an ethical work environment to get everyone behaving ethically in the workplace, because nurturing an ethical atmosphere in organizations will be useful in reducing the occurrence of UPB even for those who have high levels of moral disengagement.Originality/valueThis study shows that coworkers matter morally as much as leaders, demonstrating the importance of social influence from coworkers in organizations.
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Huang, Yan, Xin Liu, Jaehyoung Kim, and Sanggyun Na. "Effects of Idiosyncratic Deals, Psychological Contract, Job Satisfaction and Environmental Turbulence on Unethical Pro-Organizational Behavior." Sustainability 14, no. 23 (November 30, 2022): 15995. http://dx.doi.org/10.3390/su142315995.
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Corporate ethics is an important part of corporate sustainable development. Sustainability is not only about the environment but also about the well-being of employees, including job satisfaction (JS), the Psychological contract (PC), etc. Among them, to organize relationships with other stakeholders, the unethical pro-organizational behavior (UPB) of employees not only damages the corporate image and reputation but even threatens the sustainable development of the enterprise. In this context, the influencing factors that induce UPB should be analyzed and considered. Based on social exchange theory and social cognitive theory, this research explores how idiosyncratic deals (I-deals) affect employees’ intention to perform UPB through the PC and JS from the viewpoint of employee-organization relationships, and the moderating role of environmental turbulence in it. The research sample was drawn from 377 employees working in China, manufacturing companies. The questionnaire was distributed at two time points. In the first questionnaire, the employees who participated in the survey answered information such as idiosyncratic deals, the PC, JS and environmental turbulence (ET). After 1 month, employees responded to UPB messages. The research hypotheses were tested analytically using SPSS 23.0 and Amos 23.0. The survey showed that I-deals had a beneficial impact on UPB. The psychological contract and JS also mediated the influence on I-deals on UPB. The positive relationship between I-deals and UPB through the chain mediated effect of PC and JS. Moreover, ET positively moderates the relationship between I-deals and UPB, the higher the ET, the stronger the relationship between I-deals and UPB. Conversely, the lower.
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Kim, Chulwoo, Chulwoo Lee, and Geon Lee. "Impact of Superiors’ Ethical Leadership on Subordinates’ Unethical Pro-Organizational Behavior: Mediating Effects of Followership." Behavioral Sciences 13, no. 6 (May 31, 2023): 454. http://dx.doi.org/10.3390/bs13060454.
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This study examined the impact of superiors’ ethical leadership on subordinates’ unethical pro-organizational behavior (UPB) and the mediating effects of followership. The research subjects were officials from the ten central departments of the South Korean government, and a cross-sectional survey was conducted among them. Overall, 404 questionnaires were used in the empirical analysis. Multiple regression analysis and Hayes Process Macro were used to validate the research hypotheses, which examined the relationship among ethical leadership, followership, and UPB. The results are as follows: First, the relationship between ethical leadership and followership was statistically significant. Second, the study showed that followership had a statistically significant effect on UPB but not ethical leadership. Third, testing the hypotheses regarding the mediating effect of followership on the relationship between ethical leadership and UPB revealed statistically significant results. This study confirms that followership significantly influences UPB and suggests that ethical leadership is an important precedent factor of followership. The study concludes with the theoretical and practical implications of these findings, along with the study’s limitations.
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Raja, Babar Masood. "The Thin Line Within: Exploring the Interplay of Organizational Citizenship Behavior, Social Exchange, and Unethical Pro-Organizational Behavior." Review of Applied Management and Social Sciences 6, no. 3 (September 30, 2023): 597–618. http://dx.doi.org/10.47067/ramss.v6i3.334.
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The existing body of research on “organizational citizenship behavior” (OCB) predominantly emphasizes its positive outcomes. However, individuals who actively engage in organization-oriented OCB to support the organization's effectiveness may occasionally exhibit “unethical pro-organizational behavior” (UPB) based on strong organizational identification and positive social exchanges. Drawing upon “Social Identity Theory” (SIT) and “Social Exchange Theory” (SET), this study presents a mediated model to deepen our understanding of UPB as a potential negative consequence of OCB, mediated by social exchange (SE). Survey data was collected from 303 managerial-level workforces employed in the Banking Sector of Pakistan. The empirical analysis provides robust evidence supporting the direct link between OCB and UPB, as well as the mediating role of SE between OCB and UPB. Both theoretical as well as managerial implications are comprehensively deliberated in the end.
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Tsiavia, Nouzra. "Unethical Pro-organizational Behavior (UBP): Concept and Studies Evolution." Science Journal of Business and Management 4, no. 2 (2016): 34. http://dx.doi.org/10.11648/j.sjbm.20160402.13.
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Kalshoven, Karianne, Hans van Dijk, and Corine Boon. "Why and when does ethical leadership evoke unethical follower behavior?" Journal of Managerial Psychology 31, no. 2 (March 14, 2016): 500–515. http://dx.doi.org/10.1108/jmp-10-2014-0314.
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Purpose – In examining whether social exchange or social identity mechanisms drive the relationship between ethical leadership and unethical pro-organizational behavior (UPB), the purpose of this paper is to argue that the mechanism linking ethical leadership and UPB varies for different levels of job autonomy. Design/methodology/approach – Data were requested from 225 employees in several Dutch organizations, of which 156 questionnaires were returned. The authors used multilevel path analysis in MPlus to test the hypotheses, which allows for simultaneous estimation of different regression equations and for testing the significance of indirect effects. Findings – In line with the hypotheses, results revealed a direct relationship between ethical leadership and UPB when followers have little job autonomy. For followers high on job autonomy, the authors found that ethical leadership relates to UPB via organizational identification. Practical implications – It is advised to use ethical leadership with care when it focusses on reciprocity and identification. The results suggest that followers may be inclined to justify their unethical actions by appealing to the principle of higher loyalty – believing they are just doing what the organization wants them to do. Originality/value – Previous research has used social learning theory to show that ethical leadership is likely to stimulate and transfer ethical norms and behaviors. The current study however demonstrates the reciprocal and dark side of ethical leadership, as the authors found that ethical leadership can encourage UPB for followers with low job autonomy.
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Kelebek, Ezgi Erbas, and Esra Alniacik. "Effects of Leader-Member Exchange, Organizational Identification and Leadership Communication on Unethical Pro-Organizational Behavior: A Study on Bank Employees in Turkey." Sustainability 14, no. 3 (January 18, 2022): 1055. http://dx.doi.org/10.3390/su14031055.
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Unethical behavior of employees threatens business development and sustainability by damaging the image and reputation of companies. Unethical pro-organizational behavior (UPB) must also be considered in this context, and its antecedents should be analyzed. This study aims to advance what is known about how leader-member exchange (LMX) and organizational identification affect employees’ intentions to perform UPB, by incorporating the effect of leadership communication. Within this context, the mediating role of organizational identification and the moderating role of leader’s message framing (gain or loss) are examined. The research sample consists of 306 employees working for state and private banks operating in Turkey. Participants were divided into two groups and message framing was manipulated with a hypothetical story using vignettes. Research hypotheses were tested by structural equation modeling (SEM) and multi-group analysis. Results confirmed positive effects of LMX and organizational identification on UPB. Organizational identification also mediated the effect of LMX on UPB. Moreover, leader’s communication style moderated the effects of LMX and organizational identification on UPB. When leaders used loss framing instead of gain framing, the effect of LMX on UPB was augmented whilst the effect of organizational identification diminished. Our study contributes to the literature by documenting how a leader’s communication style can trigger a shift towards UPB among highly identified employees. Research and managerial implications of the findings are discussed.
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Yin, Changqin, Yajun Zhang, and Lu Lu. "Employee-Oriented CSR and Unethical Pro-Organizational Behavior: The Role of Perceived Insider Status and Ethical Climate Rules." Sustainability 13, no. 12 (June 10, 2021): 6613. http://dx.doi.org/10.3390/su13126613.
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Although existing research generally has found that corporate social responsibility (CSR) has a positive impact on organizations and individuals, researchers should still be alert to the potential risks it may bring. This study will explore why employee-oriented corporate social responsibility (employee-oriented CSR) triggers unethical pro-organizational behavior (UPB). Based on the social identity theory, this study establishes a moderated mediation model to explore the impact mechanism of employee-oriented CSR on UPB. We collected survey data from 298 employees of manufacturing organizations to test our research model. The regression statistics results indicate that employee-oriented CSR can indirectly (via perceived insider status (PIS)) affect employees’ UPB. Moreover, ethical climate rules negatively moderate the relationship between PIS and UPB, and negatively moderate the indirect effect of employee-oriented CSR on UPB. This study promotes a full understanding of the impact of CSR, expands the micro-foundation of CSR, and extends the research on the antecedents of employees’ UPB by revealing the social-psychological mechanism of employee-oriented CSR impact UPB, and also gives specific suggestions to put into practice.
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Seo, Hyo-Min. "Exploring the Conceptual Structure of Unethical Pro-Organizational Behavior(UPB) of Student Athletes." Korea Journal of Sport 20, no. 3 (September 30, 2022): 675–88. http://dx.doi.org/10.46669/kss.2022.20.3.059.
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Xiong, Qinqin, Qi Pan, Shangyao Nie, Fei Guan, Xinyu Nie, and Zhoubao Sun. "How Does Collective Moral Judgment Induce Unethical Pro-Organizational Behaviors in Infrastructure Construction Projects: The Mediating Role of Machiavellianism." Behavioral Sciences 13, no. 1 (January 8, 2023): 57. http://dx.doi.org/10.3390/bs13010057.
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The sustainable development of infrastructure construction projects heavily depends on favorable cooperation of all parties and ethical code of conduct, while Un-ethical pro-organizational behavior (UPB) may undermine the mutual efforts and cause serious consequences. UPB has aroused wide interest of researchers, but what may trigger construction employees to engage in UPB at team-level has not been elucidated completely. With information asymmetry and huge uncertainty, the behaviors of employees in temporary project teams are marked by environmental and personal characters. The study discusses the influences of collective moral judgement focus on self (CMJS) and Machiavellianism on UPB. Through a moderated mediation analysis conducted on a set of survey data from Chinese construction projects, the empirical results of the two-level hierarchical linear model indicate that CMJS positively impacts UPB directly, and meanwhile Machiavellianism acts as a partial mediator in the relationship between CMJS and UPB. The findings also reveal that performance-avoidance goal orientation (PAGO) and motivation to learn (MTL) moderate and strengthen the relationship between Machiavellianism and UPB. The study offers practical suggestions for both project managers and policymakers of construction projects.
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Liu, Fangzhou, Jian Liang, and Mo Chen. "The Danger of Blindly Following: Examining the Relationship Between Authoritarian Leadership and Unethical Pro-organizational Behaviors." Management and Organization Review 17, no. 3 (March 10, 2021): 524–50. http://dx.doi.org/10.1017/mor.2020.75.
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ABSTRACTResearchers have paid much attention to the performance implications of authoritarian leadership. However, less effort has been devoted to exploring its ethical consequences at work. Drawing on the social cognitive theory of morality, this study explores the indirect relationship between authoritarian leadership and subordinates’ unethical pro-organizational behaviors (UPB) via displacement of responsibility. A vignette-based experimental study (Study 1) and a time-lagged field study (Study 2) were conducted to test our hypotheses. Consistent findings were accumulated for the indirect relationship between authoritarian leadership and UPB through displacement of responsibility (both Study 1 and 2). Furthermore, this indirect relationship was stronger among employees with low level of moral efficacy (Study 2). We conclude this study by discussing the theoretical and practical implications of these findings.
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Miao, Qing, Nathan Eva, Alexander Newman, Ingrid Nielsen, and Kendall Herbert. "Ethical Leadership and Unethical Pro‐Organisational Behaviour: The Mediating Mechanism of Reflective Moral Attentiveness." Applied Psychology 69, no. 3 (July 12, 2019): 834–53. http://dx.doi.org/10.1111/apps.12210.
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Wang, Jing, Gangqiang Wang, Guoqin Liu, and Qing Zhou. "Compulsory unethical pro-organisational behaviour and employees’ in-role performance: a moderated mediation analysis." Journal of Psychology in Africa 32, no. 6 (November 28, 2022): 578–83. http://dx.doi.org/10.1080/14330237.2022.2121485.
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Dominic, Biju, and Reshmi. "Dealing with Misselling: Impact of Behavioural Interventions on Insurance Agents." NHRD Network Journal 14, no. 2 (February 24, 2021): 228–42. http://dx.doi.org/10.1177/2631454120987716.
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This case study is about misselling of insurance policies and associated ethical challenges in a leading insurance company. Pro-organisational ethical violations mostly remain unnoticed and are often protected by implausible explanations. In the long run, persistent rationalisation makes malpractices a norm. The present work describes the interventions applied by a consulting firm to bring behavioural integrity. The consulting firm found that socialisation, rationalisation and institutionalisation considerably influenced people’s behaviour at the workplace and normalised unethical behaviour of insurance agents. It architected the behaviour of salespeople by specifically designed interventions through self-control mechanism and nudges. These interventions developed integrity in employees and reduced the number of cautions, warnings and terminations.
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Lee, Kangmin, and Sanggil Jeon. "Validation of the Korean Version of Unethical Pro-Supervisor Behavior Scale(UPSB-K)." Korean Journal of Resources Development 22, no. 1 (March 31, 2019): 129–56. http://dx.doi.org/10.24991/kjhrd.2019.03.22.1.129.
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Wang, Jing, Gangqiang Wang, Guoqin Liu, Yalin Chu, and Li Zhou. "How abusive supervision affects unethical pro-organisational behaviour: A moderated mediation examination of exchange and proactive personality." Journal of Psychology in Africa 31, no. 6 (November 2, 2021): 565–71. http://dx.doi.org/10.1080/14330237.2021.2001915.
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Pasieczny, Jacek. "Organisational Pathologies Under Conditions of Economic Downswing." Economics and Culture 14, no. 1 (June 27, 2017): 21–30. http://dx.doi.org/10.1515/jec-2017-0002.
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AbstractThe topic of organisational pathology is surprisingly absent in literature on management, especially when bearing in mind the theoretical and practical import of such questions. The intention of the author is to fill in this gap, at least partially. The paper is based on an analysis of literature and an empirical research conducted by the author. The research applied partially structured interviews as its method. These interviews were conducted with entrepreneurs and managers of various levels. They made possible the drawing of conclusions relating to conditions behind the genesis and growth of selected organisational pathologies in a situation of economic downswing. The article briefly presents the concept and influence of pathology on the functioning of an organisation. The author concentrates on the causes of the phenomenon and presents them from various perspectives. It is during times of economic downswing that an increase in unethical behaviour, including corruption, mobbing as well as others, becomes particularly visible. Also noticeable is concentrating on limiting costs, which can sometimes reach pathological scale. This can lead to a permanent loss of pro-development potential by the organisation. Moreover, numerous pathological phenomena emerge at the tangent point of the organisation and its surroundings. The source of many undesirable phenomena in the organisation and in its relations with its surroundings is a fall in trust, which makes its appearance in crisis situations. More often than not, managers facing a situation in which they have no choice perpetuate organisational pathologies, whilst, at the same time, being aware of the lack of validity of their actions. However, a more frequent source of problems is the differences in perspective in perceiving organisational phenomena by various actors and stakeholders.
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Popoola, Ifeoluwa Tobi, Milorad Novicevic, Paul Johnson, and Mervin Matthew. "A relational view of unethical pro-organisational behaviour." International Journal of Organizational Analysis, May 3, 2023. http://dx.doi.org/10.1108/ijoa-08-2022-3393.
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Purpose The purpose of this paper is to introduce the relational view of unethical pro-organisational behaviour (UPB) to explain interpersonal paths of influence on employees’ engagement in UPB. The proposed relational view of UPB is grounded in Darwall’s second-person philosophy. Design/methodology/approach This research design involves two quantitative studies – a pilot study with 340 subjects and the main study with 310 employees. The structural equation modelling data analysis was conducted using the R language software. Findings The findings provided initial support for the relational view of UPB. Study 1 revealed that employees’ accountability (perceived as personal obligation) influenced their engagement in UPB. Furthermore, Study 2 strengthens the theory and findings from Study 1 that employees’ moral organisational identification influences their engagement in UPB over the influence of employees’ identification with the organisation. Research limitations/implications The findings extend the nomological network of UPB and extant theoretical knowledge on the moral self by uncovering how moral accountability and personal obligation have a “dark side”. Practical implications The findings indicate that practitioners should address the impact of employee interpersonal relationships on their perceived obligation to engage in UPB. Originality/value The authors provided an original use of Darwall’s second-person standpoint as the philosophical foundation to integrate accountability and identity theories, to explain interpersonal influences on employees’ engagement in UPB.
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Manelkar, Shekhar, and Dharmesh K. Mishra. "A systematic literature review and bibliometric analysis of leadership influence on employee unethical pro-organisational behaviour." International Journal of Ethics and Systems, February 8, 2024. http://dx.doi.org/10.1108/ijoes-11-2023-0250.
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Purpose Since the idea of “Unethical Pro-organisational Behaviour” (UPB) was introduced in 2010, a substantial corpus of empirical research has contributed to its expanding, contemporary knowledge. This includes research studies on how leadership exerts an influence on UPB. This paper aims to consolidate the current understanding of organisational leadership’s impact on employee UPB and offer future research agendas. Design/methodology/approach A systematic literature review (SLR) using the “Preferred Reporting Items for Systematic Reviews and Meta-Analyses” (PRISMA) guidelines was adopted for the study. Literature that satisfied the search conditions was examined. The factors determining leadership’s influence on UPB were studied, and the findings were thematically synthesised. Findings Leader behaviour plays a large part in influencing UPB in organisations. Leader-member exchange and organisational belonging create favourable circumstances for UPB in organisations. UPB is moderated by the employee’s personal moral orientation. Originality/value UPB is unethical behaviour that benefits the organisation and is likely to be rewarded. However, there is a cost that other stakeholders pay. UPB has been researched since 2010, as well as the role of leaders in perpetuating UPB. However, there has not been an SLR of this study. This paper seeks to capture the essence of the research so far and pave a path for future research on the subject. These insights would prove valuable to management practitioners and academic experts.
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Chhabra, Bindu. "Desperate Times, Desperate Measures: Exploring the Dark Side of Job Embeddedness During COVID-19 Pandemic." South Asian Journal of Human Resources Management, November 1, 2022, 232209372211255. http://dx.doi.org/10.1177/23220937221125557.
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Drawing upon the conservation of resource (COR) theory, the purpose of the article is to explore how the two dimensions of job insecurity, that is, quantitative, and qualitative insecurity relate to unethical pro-organisational behaviour (UPB). The study further aims to investigate if job embeddedness moderates the relationship between two forms of insecurity and UPB. The hypotheses were tested with three wave survey data collected from 354 employees during the period of strict lockdown in India when all the employees were working from home. The main and interaction effects were analysed with regression analysis on PROCESS v 3.0 macro. Quantitative job insecurity was seen to influence UPB positively, whereas no significant relation was found between qualitative insecurity and UPB. The two dimensions of job insecurity and UPB were moderated by job embeddedness such that the association was greater for employees who were more embedded. The results point towards the ‘dark side’ of embeddedness which may have deleterious effects for the organisation in the form of UPB.
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Zhang, Guiqing, Shenbei Zhou, Yibin Li, Yeqing Duan, and Longjun Liu. "Reject bias: A dialectical perspective on the relationship between bottom‐line mentality and unethical pro‐organizational behaviour." Asian Journal of Social Psychology, October 4, 2023. http://dx.doi.org/10.1111/ajsp.12587.
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AbstractThere is a “positive–negative” debate on the development of the bottom‐line mentality (BLM) concept. Previous research showed a relationship between BLM and unethical pro‐organizational behaviour (UPB) and revealed that BLM positively affected UPB. This research aims to challenge this partial view and calls for a more balanced and comprehensive view of the BLM concept by revealing the potential negative influencing mechanism between BLM and UPB. Drawing from social information processing theory, we construct a moderated‐mediation model to test the mediating mechanism through different individual‐level processes in the Chinese context. Findings indicate that team BLM positively affects member UPB via state performance‐prove goal orientation and perceived insider status and negatively affects member UPB via state performance‐avoid goal orientation. These results confirm the overall positive relationship between team BLM and member UPB but also document the possible inhibitory mechanism of BLM on UPB. This study is the first to acknowledge the potential negative relationship between BLM and UPB, which deserves attention. This research also presents a complete picture of the BLM literature. The findings of this work have significant implications in enabling organizations to appropriately handle BLM and its relationship with UPB dynamically.
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Ho, Yi-Hui. "When employees behave unethically in the name of the company: the effect of cognitive moral development." International Journal of Organizational Analysis, April 16, 2024. http://dx.doi.org/10.1108/ijoa-09-2023-3993.
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Purpose This study aims to investigate the association between cognitive moral development (CMD) and unethical pro-organizational behaviour (UPB) by taking purchasing employees as research subjects. The moderating effect of perceived leader’s UPB is also explored. Design/methodology/approach Data were collected through a two-stage questionnaire survey on purchasing employees in companies across a spectrum of industries in Taiwan, and 492 purchasing employees were analysed in the study. Findings Research findings reveal that employees at the conventional level of CMD are more likely to conduct UPB than those at the pre-conventional and post-conventional levels. Perceived leader’s UPB will moderate the association between CMD and UPB. Employees’ UPB is strongly associated with their CMD when they perceive their leaders as being likely to perform UPB. Originality/value Although a variety of factors influencing UPB have been proposed in the literature, none of them have analysed the association between CMD and UPB. However, CMD is one important factor affecting ethical decision-making. The present study can promote further understanding of the role of CMD in UPB and contribute to a growing body of research on CMD and UPB.
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Xia, Fubin, Ping Lu, Lifang Wang, and Jiangdong Bao. "Investigating the moral compensatory effect of unethical pro-organizational behavior on ethical voice." Frontiers in Psychology 14 (June 1, 2023). http://dx.doi.org/10.3389/fpsyg.2023.1159101.
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IntroductionUnethical pro-organizational behavior (UPB) can hinder the development of the organization. The existing literature on UPB rarely examines whether and how employees remedy such ethical misconduct after they have committed it. Based on moral compensation theory and social exchange theory, this study explores the self-moral compensation process of employees who engage in UPB.MethodsSpecifically, we adopt a moderated mediating model to examine how and when UPB facilitates ethical voice. We tested our theoretical model using data from 415 full-time employees in Chinese companies, which we obtained via a three-stage questionnaire.ResultsThe results of the regression analysis revealed that UPB has a significant positive effect on ethical voice, and that moral ownership plays a mediating role between UPB and ethical voice. Furthermore, the results support the moderating role of benevolent leadership in the positive direct effect of UPB on ethical voice, and the positive indirect effect of UPB on ethical voice via moral ownership. When benevolent leadership is strong, the direct effect of UPB on ethical voice and indirect mediating effect of moral ownership are both significantly positive, whereas neither are significant when benevolent leadership is weak.DiscussionThese findings show the ethical compensation effect of UBP on ethical voice and provide a novel and comprehensive understanding of the consequences of UPB. They also have significant value for ethical practices in managing employee (mis)behavior.
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Vem, Linus Jonathan, Jun-Hwa Cheah, Siew Imm Ng, and Jo Ann Ho. "Unethical pro-organizational behavior: how employee ethical ideology and unethical organizational culture contribute." International Journal of Manpower, November 3, 2022. http://dx.doi.org/10.1108/ijm-11-2021-0635.
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PurposeThe corporate atmosphere in recent times speaks volumes about the crises of confidence and credibility brewing among professionals due to the rising incidences of unethical pro-organizational behavior (UPB). The study developed a model to demonstrate the underlying mechanisms through which unethical organizational culture (UOC) influences UPB through the mediating roles of idealism and relativism.Design/methodology/approachUsing a cross-sectional approach, data were collected through questionnaires that were distributed to small and medium-sized enterprises (SMEs) operating in the Plateau state in Nigeria. A total of 269 responses were obtained and analyzed using the partial least squares structural equation modeling (PLS-SEM) technique via Smart-PLS software.FindingsThe results revealed that the relationship between UOC and UPB was significant. The indirect predictive role of UOC on UPB was established via relativism but not through idealism. The results indicate that the preponderance of UPB among SMEs is a product of UOC which breeds a relativist ideology that ultimately promotes UPB. Finally, implications and suggestions for further research are discussed.Originality/valueThis study contributes to UPB in two unique ways. First, the authors bring to the fore the critical role of UOC in the debate on UPB which has been under-explored. Second, the study also established the mediating role of relativism in the relationship between UOC and UPB.
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Jeong, Inseong, and Yaping Gong. "Time to get your hands dirty: Bricolage or pro-organizational unethical response to entrepreneurial adversity." Asia Pacific Journal of Management, March 15, 2024. http://dx.doi.org/10.1007/s10490-024-09957-1.
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AbstractAs the business landscape escalates the level of uncertainty and thus profoundly disrupts entrepreneurship, it is crucial to understand risk-taking as a coping strategy for entrepreneurs with limited resources. Past studies have been fragmented: Some researchers have focused on creative risk-taking, whereas others have looked at unethical risk-taking. Little is known about how and when entrepreneurs respond to adversity in either a creative or an expedient manner. We posit that entrepreneurs respond to adversity by using either entrepreneurial bricolage behavior (EBB) or unethical pro-organizational behavior (UPB). Drawing from the emotivational account, we develop each theoretical model of bricolage and UPB to better understand how entrepreneurs’ emotional states play a critical role in their reactions to adversity. We theorize that, and test whether, entrepreneurial adversity is positively related to EBB and increase in EBB over time through increased interest when trait resilience is high. Also, we conceptualize and examine whether entrepreneurial adversity is positively related to UPB and increase in UPB over time through increased anger when trait resilience is low. We conducted a five-month longitudinal study of 100 entrepreneurs (482 observations). Our findings largely corroborated the hypotheses. Our study advances our understanding of entrepreneurs’ risk-taking by showing when and how they respond creatively or unethically.
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Mishra, Vivek, Varun Sharma, and Nishant Uppal. "The curvilinear relationship between moral identity and unethical pro-organizational behavior: moderating role of organizational identification." International Journal of Manpower, April 17, 2024. http://dx.doi.org/10.1108/ijm-06-2023-0343.
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PurposeThis study proposes that the relationship between the employee's moral identity and unethical behavior might sometimes differ from linearly negative, given certain contextual variations, such as unethical pro-organizational behavior (UPB). The pro-organizational motivation of UPB may appeal to individuals' morality to perform unethical behavior for their organization. Herein, using the social identity perspective, the present study hypothesizes a curvilinear relationship between moral identity and UPB with the moderation of organizational identification.Design/methodology/approachData collected in two field studies, from 316 and 185 executives in Study 1 and 2, was analyzed using hierarchical regression analysis.FindingsThe results affirmed an inverted U-shaped relationship between moral identity and UPB. Further, organizational identification moderated the relationship such that an increase in organizational identification augmented the UPB tendency for low moral identity individuals while inhibiting the UPB tendency for high moral identity individuals.Originality/valueThe current study uniquely demonstrates how moral identity might promote unethical behavior in pro-organizational contexts. Further, this research shows how high moral identity might mitigate the negative outcomes of high organizational identification.
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Cheng, Ken, Panpan Hu, Limin Guo, Yifei Wang, and Yinghui Lin. "A contingency perspective of pro-organizational motives, unethical pro-organizational behavior, and organizational citizenship behavior." Frontiers in Psychology 13 (August 29, 2022). http://dx.doi.org/10.3389/fpsyg.2022.935210.
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Although the effects of pro-organizational motives on pro-organizational behaviors [i.e., unethical pro-organizational behavior (UPB) and organizational citizenship behavior (OCB)] and their boundaries have been explored to some extent, extant studies are rather piecemeal and in need of synthesis and extension. Based on prior motivational research on pro-organizational behaviors, we developed a comprehensive contingent model in which moral identity and impression management motives would moderate the links between pro-organizational motives, UPB, and OCB. Adopting a time-lagged design, we collected data from 218 salespeople in an internet technology service company in China. Results showed that pro-organizational motives were positively related to UPB and OCB. Moral identity weakened the impact of pro-organizational motives on UPB but strengthened the influence of pro-organizational motives on OCB. Furthermore, we found that impression management motives strengthened the effects of pro-organizational motives on UPB and OCB, and the interaction of impression management motives and pro-organizational motives was stronger on UPB than on OCB. Theoretical and practical implications, limitations, and future directions are discussed.
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Zhao, Manlu, and Shiyou Qu. "Research on the consequences of employees’ unethical pro-organizational behavior: The moderating role of moral identity." Frontiers in Psychology 13 (December 22, 2022). http://dx.doi.org/10.3389/fpsyg.2022.1068606.
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IntroductionIn recent years, employees’ unethical pro-organizational behavior (UPB) has become a social hot issue. This behavior benefits their organization or colleagues while violating core social ethics. Numerous studies have predominately focused on identifying the antecedents and formation mechanisms of UPB. However, only a few studies have focused on the effects and outcomes of UPB. Moreover, guilt triggered by unethical behaviors can motivate individuals to adopt pro-social behaviors, but studies on the effects of UPB on pro-social behavior of actors are rather limited. Therefore, this study explores the underlying relationship between employees’ UPB and their own pro-environmental behavior based on the conservation of resources theory.MethodsThrough collecting data (N = 319) from a Chinese online survey company in different time intervals, the theoretical model was tested by the application of Amos 27.0 and SPSS 25.0 for analysis of the data. The CFA, descriptive analysis, hierarchical regression were illustrated in the article.ResultsThis study demonstrated that, through emotions of guilt, employees’ UPB is negatively correlated with their own environmental protection act. While this relationship is being examined, moral identity plays this mediating role, which can moderate the indirect relationship between employees’ UPB and their environmental behavior through guilt.DiscussionThe purpose of the research was to identify the influence mechanisms that contribute to employees’ pro-organizational but unethical behavior. With guilt serving as the mediating variable and moral identity serving as the moderating variable, a research model built on the principle of the conservation of resources theory was constructed. This research examines the impact mechanism and boundary conditions of UPB on individual pro-environmental behaviors from the perspective of employees. This paper discusses the theoretical and practical implications of the report’s results.
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Farasat, Mobina, and Akbar Azam. "Supervisor bottom-line mentality and subordinates' unethical pro-organizational behavior." Personnel Review ahead-of-print, ahead-of-print (November 5, 2020). http://dx.doi.org/10.1108/pr-03-2020-0129.
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PurposeThe multitude of high-profile corporate scandals has prompted the need for more nuanced understanding of factors within organizations that may influence unethical pro-organizational behavior (UPB). Based on the social cognitive theory, this study aims to examine the impact of supervisor bottom-line mentality (BLM) on unethical, but pro-organizational conduct by employees through moral disengagement. Additionally, this study examines the moderating role of employee mindfulness in relation of supervisor BLM and moral disengagement.Design/methodology/approachTo test the study model, the authors collected data from 198 employees working in various Pakistani firms. This study uses PROCESS procedures for the analysis.FindingsAnalyses of time-lagged data showed that (1) supervisor BLM can lead to employee UPB through employee moral disengagement and (2) mindfulness moderated this relationship, such that high (versus low) mindfulness attenuates the link between supervisor BLM and moral disengagement.Originality/valueThis study adds to the extant research by examining how and when supervisor BLM leads to employee UPB. This is the first attempt to examine how supervisor BLM and trait mindfulness jointly determine moral disengagement, which drives UPB.
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Wang, Jing, Wei Shi, Guoqin Liu, and Li Zhou. "Moving Beyond Initiative: The Reconceptualization and Measurement of Unethical Pro-organizational Behavior." Frontiers in Psychology 12 (September 29, 2021). http://dx.doi.org/10.3389/fpsyg.2021.640107.
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Despite the fact that unethical pro-organizational behavior (UPB) has become a theoretical topic in the academic field and the fruitful achievements have been explored in the past decade, organizational researches have largely assumed that UPB is an active and voluntary behavior from the perspective of organizational identity and social exchange. In this paper, the authors argue that previous researches have traditionally considered only a very narrow subset of UPB, focusing almost exclusively on extreme voluntary cases which are not reflective of typical UPB. Instead of being primarily voluntary, some typical UPB can be compulsory in nature. We suggest a different look at UPB by contrasting to the so-called “voluntary” activities via compulsory mechanisms in the workplace. Mostly, we are interested in exploring and validating a measurement tool for this behavior. Based on self-determination theory, we argue that such behaviors are a substantial deviation from the original meaning of UPB and thus should be recognized and studied separately. Using six samples, the authors demonstrate the construct validity, reliability, and acceptable psychometric properties of the compulsory UPB scales. Future directions in UPB research are discussed.