Please wait a minute...
Advances in Psychological Science    2018, Vol. 26 Issue (6) : 1111-1120     DOI: 10.3724/SP.J.1042.2018.01111
Regular Articles |
A multi-level integrated model of unethical pro-organizational behavior
WANG Xiaochen1,GAO Xinjie1,GUO Panbo2()
1 School of Business Administration, Zhejiang Gongshang University, Hangzhou 310018, China
2 Guangsha College of Applied Construction Technology, Hangzhou 310012, China
Download: PDF(521 KB)   HTML
Export: BibTeX | EndNote | Reference Manager | ProCite | RefWorks     Supporting Info
Guide   
Abstract  

Unethical pro-organizational behavior (UPB) involves actions of employees or employers in any business or organization or company that benefits such organization in a seemingly positive way, but lacks moral, ethical and/or societal standards and codes of conduct. The available research on this concept dives into how much of an impact this behavior makes, as well as how wide-spread it is throughout the corporate world. By systematically clarifying the conception and measurement of UPB, comparison with relevant behaviors, this research establishes a multi-level integrated model. It also identifies the trends of future study in this field and discusses their implications for UPB’s conceptualization, dimension and measurement, research levels and localization research.

Keywords unethical pro-organizational behavior      multi-level integrated model      organizational identification     
PACS:  B849:C93  
Fund: 
Corresponding Authors: Panbo GUO     E-mail: lguopanbo@hotmail.com
Issue Date: 28 April 2018
Service
E-mail this article
E-mail Alert
RSS
Articles by authors
WANG Xiaochen
GAO Xinjie
GUO Panbo
Cite this article:   
WANG Xiaochen,GAO Xinjie,GUO Panbo. A multi-level integrated model of unethical pro-organizational behavior[J]. Advances in Psychological Science, 2018, 26(6): 1111-1120.
URL:  
http://journal.psych.ac.cn/xlkxjz/EN/10.3724/SP.J.1042.2018.01111     OR     http://journal.psych.ac.cn/xlkxjz/EN/Y2018/V26/I6/1111
[1] 林英晖, 程垦 . ( 2016). 领导–部属交换与员工亲组织非伦理行为: 差序格局视角. 管理科学, 29( 5), 57-70.
[2] 谭亚莉, 廖建桥, 李骥 . ( 2011). 管理者非伦理行为到组织腐败的衍变过程、机制与干预: 基于心理社会微观视角的分析. 管理世界, ( 12), 68-77.
[3] 吴明证, 沈斌, 孙晓玲 . ( 2016). 组织承诺和亲组织的非伦理行为关系: 道德认同的调节作用. 心理科学, 39( 2), 392-398.
[4] 张桂平 . ( 2016). 职场排斥对员工亲组织性非伦理行为的影响机制研究. 管理科学, 29( 4), 104-114.
[5] 赵红丹, 周君 . ( 2017). 企业伪善、道德推脱与亲组织非伦理行为: 有调节的中介效应. 外国经济与管理, 39( 1), 15-28.
[6] 郑睦凡, 赵俊华 . ( 2013). 权力如何影响道德判断行为: 情境卷入的效应. 心理学报, 45( 11), 1274-1282.
[7] Ashforth, B. E., & Anand, V. (2003). The normalization of corruption in organizations. Research in Organizational Behavior, 25, 1-52.
[8] Astakhova, M. N., & Porter, G. (2015). Understanding the work passion-performance relationship: The mediating role of organizational identification and moderating role of fit at work. Human Relations, 68( 8), 1315-1346.
[9] Bandura, A. (1999). Moral disengagement in the perpetration of inhumanities. Personality and Social Psychology Review, 3( 3), 193-209.
[10] Bersoff, D. M . ( 1999). Why good people sometimes do bad things: Motivated reasoning and unethical behavior. Personality and Social Psychology Bulletin, 25( 1), 28-39.
[11] Castille C. M., Buckner J. E., & Thoroughgood C. N . ( 2016). Prosocial citizens without a moral compass? Examining the relationship between machiavellianism and unethical pro-organizational behavior. Journal of Business Ethics. doi: 10.1007/s10551-016-3079-9
[12] Chen M., Chen C. C., & Sheldon O. J . ( 2016). Relaxing moral reasoning to win: How organizational identification relates to unethical pro-organizational behavior. Journal of Applied Psychology, 101( 8), 1082-1096.
[13] Cropanzano, R., & Mitchell, M. S . ( 2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31( 6), 874-900.
[14] DeCelles K. A., DeRue D. S., Margolis J. D., & Ceranic T. L . ( 2012). Does power corrupt or enable? When and why power facilitates self-interested behavior. Journal of Applied Psychology, 97, 681-689.
[15] Donaldson, T., & Dunfee, T. W . ( 1994). Toward a unified conception of business ethics: Integrative social contracts theory. Academy of Management Review, 19( 2), 252-284.
[16] Effelsberg D., Solga M., & Gurt J . ( 2014). Transformational leadership and follower’s unethical behavior for the benefit of the company: A two-study investigation. Journal of Business Ethics, 120( 1), 81-93.
[17] Emerson, R. M . ( 1976). Social exchange theory. Annual Review of Sociology, 2, 335-362.
[18] Festinger, L., & Carlsmith, J. M . ( 1959). Cognitive consequences of forced compliance. Journal of Abnormal and Social Psychology, 58( 2), 203-210.
[19] Graham K. A., Ziegert J. C., & Capitano J . ( 2015). The effect of leadership style, framing, and promotion regulatory focus on unethical pro-organizational behavior. Journal of Business Ethics, 126( 3), 423-436.
[20] Greenberg, J. (1997). The STEAL motive: Managing the social determinants of employee theft. In R. A. Giacalone & J. Greenberg (Eds.), Antisocial behavior in organizations(pp. 85-108). California: SAGE Publications.
[21] Kalshoven K., van Dijk H., & Boon C . ( 2016). Why and when does ethical leadership evoke unethical follower behavior? Journal of Managerial Psychology, 31( 2), 500-515.
[22] Kish-Gephart J., Detert J., Trevi?o L. K., Baker V., & Martin S . ( 2014). Situational moral disengagement: Can the effects of self-interest be mitigated? Journal of Business Ethics, 125( 2), 267-285.
[23] Kong, D. T . ( 2016). The pathway to unethical pro-organizational behavior: Organizational identification as a joint function of work passion and trait mindfulness. Personality and Individual Differences, 93, 86-91.
[24] Krebs, D. L . ( 2005). An evolutionary reconceptualization of Kohlberg’s model of moral development. In R. L. Burgess & K. MacDonald (Eds.), Evolutionary perspectives on human development ( 2nd ed., pp. 243-274). Thousand Oaks, CA: Sage Publications.
[25] Matherne, C. F., & Litchfield, S. R . ( 2012). Investigating the relationship between affective commitment and unethical pro-organizational behaviors: The role of moral identity. Journal of Leadership, Accountability and Ethics, 9( 5), 35-46.
[26] Miao Q., Newman A., Yu J., & Xu L . ( 2013). The relationship between ethical leadership and unethical pro-organizational behavior: Linear or curvilinear effects. Journal of Business Ethics, 116( 3), 641-653.
[27] Molinsky, A., & Margolis, J. (2005). Necessary evils and interpersonal sensitivity in organizations. Academy of Management Review, 30( 2), 245-268.
[28] Moore C., Detert J. R., Trevi?o L. K., Baker V. L., & Mayer D. M . ( 2012). Why employees do bad things: Moral disengagement and unethical organizational behavior. Personnel Psychology, 65( 1), 1-48.
[29] Peterson, D. (2004). Perceived leader integrity and ethical intentions of subordinates. The Leadership and Organization Development Journal, 25( 1), 7-23.
[30] Rest, J. R . ( 1986). Moral development: Advances in research and theory. New York: Praeger.
[31] Ryan, R. M., & Deci, E. L . ( 2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55( 1), 68-78.
[32] Tajfel, H., & Turner, J. C . ( 1986). The social identity theory of intergroup behavior. In S. Worchel & W. G. Austin (Eds.), Psychology of intergroup relations( 2nd ed., pp. 7-24). Chicago: Nelson-Hall.
[33] Tett, R. P., & Burnett, D. D . ( 2003). A personality trait-based interactionist model of job performance. Journal of Applied Psychology, 88( 3), 500-517.
[34] Thau S., Derfler-Rozin R., Pitesa M., Mitchell M. S., & Pillutla M. M . ( 2015). Unethical for the sake of the group: Risk of social exclusion and pro-group unethical behavior. Journal of Applied Psychology, 100( 1), 98-113.
[35] Tian, Q., & Peterson, D. K . ( 2016). The effects of ethical pressure and power distance orientation on unethical pro-organizational behavior: The case of earnings management. Business Ethics: A European Review, 25( 2), 159-171.
[36] Trevi?o L. K., Weaver G. R., & Reynolds S. J . ( 2006). Behavioral ethical in organizations: A review. Journal of Management, 32( 6), 951-990.
[37] Umphress E. E., Bingham J. B., & Mitchell M. S . ( 2010). Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior. Journal of Applied Psychology, 95( 4), 769-780.
[38] Umphress, E. E., & Bingham, J. B . ( 2011). When employees do bad things for good reasons: Examining unethical pro-organizational behaviors. Organization Science, 22( 3), 621-640.
[39] Vadera, A. K., & Pratt, M. G . ( 2013). Love, hate, ambivalence, or indifference? A conceptual examination of workplace crimes and organizational identification. Organization Science, 24( 1), 172-188.
[40] Vardi, Y., & Weitz, E. (2004). Misbehavior in organizations: Theory, research, and management. New Jersey: Lawrence Erlbaum Associates.
[41] Warren, D. E . ( 2003). Constructive and destructive deviance in organizations. The Academy of Management Review, 28( 4), 622-632.
[1] WANG Taolin, ZHANG Yong, ZHOU Hao, ZHANG Junwei. The negative effects and underlying mechanisms of unethical pro-organizational behavior[J]. Advances in Psychological Science, 2020, 28(8): 1246-1255.
[2] YAN Aimin,LI Yali,XIE Julan,LI Ying. Differential responses of employees to corporate social responsibility: An interpretation based on attribution theory[J]. Advances in Psychological Science, 2020, 28(6): 1004-1014.
[3] LIU Yan,ZOU Xi,SHU Xin. The process whereby organizational identification promotes and prohibits employees’ innovative behavior[J]. Advances in Psychological Science, 2019, 27(7): 1153-1166.
[4] CHENG Ken,LIN Yinghui. Unethical pro-organizational behavior: A motivational perspective[J]. Advances in Psychological Science, 2019, 27(6): 1111-1122.
[5] Wei Jun;Cheng ZhongYuan;Zhang Mian. Principal Theories, Measurement and Relevant Variables of Organizational Identification[J]. , 2007, 15(06): 948-955.
Viewed
Full text


Abstract

Cited

  Shared   
  Discussed   
Copyright © Advances in Psychological Science
Support by Beijing Magtech