亲组织非伦理行为是近年来组织管理学界日益关注的一种非伦理行为类型,但在实践中,因其亲组织性而容易被组织忽视或默许。已有研究证明,亲组织非伦理行为对组织的长远利益有害,而一些通常被认为对组织有益的概念(如伦理型领导和变革型领导)在一定条件下会促进员工的亲组织非伦理行为。但就整体而言,关于亲组织非伦理行为的影响因素和形成机制的研究仍相当匮乏。领导-部属交换在差序格局下的华人组织中广泛存在并具有丰富的文化内涵,可以对员工的行为产生重要的影响。因此,在以关系为导向的中国文化背景下,探讨领导-部属交换对员工亲组织非伦理行为的影响机制有其独特的理论价值和实践意义。整合社会交换理论、社会认同理论和自我一致性理论,基于352份中国长三角地区本土企业的员工数据,运用层次回归分析法和总效应调节模型法,探讨差序格局视角下领导-部属交换对员工亲组织非伦理行为的影响,检验组织情感承诺的中介作用和道德认同的调节作用,从而揭示领导-部属交换影响员工亲组织非伦理行为的内在机制。研究结果表明,领导-部属交换和组织情感承诺对员工亲组织非伦理行为均有显著正向影响;组织情感承诺在领导-部属交换与亲组织非伦理行为间起部分中介作用,且道德认同负向调节这种中介作用;道德认同负向调节组织情感承诺对亲组织非伦理行为的影响,但对领导-部属交换与亲组织非伦理行为之间的关系没有显著调节作用。实证检验亲组织非伦理行为这一非伦理行为类型,拓展了非伦理行为相关研究;选取领导-部属交换作为切入点,探讨亲组织非伦理行为的形成机制,丰富了领导视角对员工亲组织非伦理行为的影响研究;提出并检验领导-部属交换、组织情感承诺与亲组织非伦理行为的正向关系,再次证明一些被认为是正面的因素也会促使员工采取非伦理行为,丰富了领导-部属交换与组织情感承诺的负面影响研究;探讨中国组织情景下的亲组织非伦理行为的形成机制,得出与西方研究不同的结论,即领导-部属交换对员工亲组织非伦理行为有直接显著影响,而员工的道德认同对此影响并没有显著的调节作用,反映了华人社会与西方社会对关系的认知差异。

当前组织腐败问题受到广泛关注。本文从心理社会微观视角出发，探讨了从管理者非伦理行为到集 体不道德、最后导致组织腐败的衍变过程及内在机制。论文认为，管理者非伦理行为诱发阶段、横向扩散导致集体不道德阶段和纵向传递导致组织腐败的3个阶段 中，心理动力机制和社会动力机制各不相同。针对各个衍变阶段的内在机制，本文分别提出了相应的管理、控制和治理对策，在此基础上提出了一个组织内管理者非 伦理行为到组织腐败的衍变过程、机制与干预的综合模型，总结了对管理实践的启示，并指出了实证研究方向。

员工在工作场所从事非伦理行为具有多方面的原因，可能是有利于自己，也可能是为了报复或伤害组织和同事。根据这一逻辑，已有研究就职场排斥诱发的员工非伦理行为都是建立在利己动机的假设基础之上，而对于员工的利组织动机的非伦理行为研究不足。实际上，面对职场排斥，员工很可能采取积极的补救措施对人际关系进行主动修复，其中从事亲组织性质的非伦理行为就是一个重要的修复行为。　　基于道德自我调节理论和社会认同理论的视角，以道德推脱为中介变量，以组织认同为调节变量，检验职场排斥对员工亲组织性非伦理行为的内在影响机理。采用SPSS 18．0和A-MOS 18．0进行多元线性回归和验证性因子分析，通过上下级配对调查的方式，收集来自武汉和上海5家企业的调研数据，并进行实证分析。　　研究结果表明，①职场排斥对员工的亲组织性非伦理行为具有显著的正向影响；②道德推脱在职场排斥与亲组织性非伦理行为的关系中发挥完全中介作用；③组织认同在职场排斥与道德推脱的关系中发挥正向调节作用；④组织认同在职场排斥与亲组织性非伦理行为的关系中发挥正向调节效应。　　通过实证研究证实了理论界较为忽视的亲组织性非伦理行为，检验了员工亲组织性非伦理行为的发生机制和高度的组织认同的调节效应，证明员工在遭遇职场排斥时通过亲组织性非伦理行为来应对是一个重要的理性选择，组织认同度较高的员工在面对职场排斥时更容易发生道德推脱问题和亲组织性非伦理行为，验证了组织认同的“阴暗面”。研究结论为组织对员工非伦理行为的权变管理提供了有益的启示，提醒管理者警惕职场排斥的原因及其负面影响，并建立科学的组织制度，鼓励高组织认同的员工采取符合伦理规范的行为回报组织。

Organizational corruption imposes a steep cost on society, easily dwarfing that of street crime. We examine how corruption becomes normalized, that is, embedded in the organization such that it is more or less taken for granted and perpetuated. We argue that three mutually reinforcing processes underlie normalization: (1) institutionalization, where an initial corrupt decision or act becomes embedded in structures and processes and thereby routinized; (2) rationalization, where self-serving ideologies develop to justify and perhaps even valorize corruption; and (3) socialization, where na谋虉ve newcomers are induced to view corruption as permissible if not desirable. The model helps explain how otherwise morally upright individuals can routinely engage in corruption without experiencing conflict, how corruption can persist despite the turnover of its initial practitioners, how seemingly rational organizations can engage in suicidal corruption and how an emphasis on the individual as evildoer misses the point that systems and individuals are mutually reinforcing.

Despite a burgeoning of research that examines work passion, the relationships between harmonious and obsessive work passion and job performance have received insufficient attention. Using data from 233 employee–supervisor dyads from multiple organizations in Russia, this study examines the mediating role of organizational identification and the moderating roles of three different types of fit perceptions on this relationship. Results indicate that organizational identification mediates the effect of harmonious work passion – but not obsessive work passion – on performance. Only two types of fit perceptions – person–organization and demands–abilities – were found to moderate the relationship between work passion and performance. Finally, the results showed that person–organization fit perceptions moderate the indirect effect (through organizational identification) of both types of work passion on performance, whereas needs–supplies fit perceptions only moderate the indirect effect of harmonious work passion on performance. This study contributes to the work passion and fit literatures by empirically addressing the complex relationship between work passion, fit, organization identification and job performance.

Moral agency is manifested in both the power to refrain from behaving inhumanely and the proactive power to behave humanely. Moral agency is embedded in a broader sociocognitive self theory encompassing self-organizing, proactive, self-reflective, and self-regulatory mechanisms rooted in personal standards linked to self-sanctions. The self-regulatory mechanisms governing moral conduct do not come into play unless they are activated, and there are many psychosocial maneuvers by which moral self-sanctions are selectively disengaged from inhumane conduct. The moral disengagement may center on the cognitive restructuring of inhumane conduct into a benign or worthy one by moral justification, sanitizing language, and advantageous comparison; disavowal of a sense of personal agency by diffusion or displacement of responsibility; disregarding or minimizing the injurious effects of one's actions; and attribution of blame to, and dehumanization of, those who are victimized. Many inhumanities operate through a supportive network of legitimate enterprises run by otherwise considerate people who contribute to destructive activities by disconnected subdivision of functions and diffusion of responsibility. Given the many mechanisms for disengaging moral control, civilized life requires, in addition to humane personal standards, safeguards built into social systems that uphold compassionate behavior and renounce cruelty.

ABSTRACT The hypothesis that unethical behavior is promoted when people are able to develop and maintain a biased characterization of an unethical action as being morally acceptable was tested in an experiment in which 120 participants were overpaid for taking part in a study. The variable of interest — whether the participants pointed out the overpayment — was examined in a between-participants design under three sets of contrasting manipulations designed to affect differentially participants' abilities to convince themselves that keeping the overpayment was acceptable. Logistic regressions revealed a decrease in unethical behavior when participants' abilities to construct neutralizations for keeping the overpayment were impeded. A follow-up study indicated that these results were unlikely to have been a consequence of changes in the ethicality of keeping the money as a function of the specific experimental manipulations used. The influence of moral attitudes and gender on moral behavior was also examined. Moral attitude measures were not predictive, but males were more likely to act unethically.

Research in the organizational sciences has tended to portray prosocial behavior as an unqualified positive outcome that should be encouraged in organizations. However, only recently, have...

Abstract Drawing on social identity theory and social-cognitive theory, we hypothesize that organizational identification predicts unethical pro-organizational behavior (UPB) through the mediation of moral disengagement. We further propose that competitive interorganizational relations enhance the hypothesized relationships. Three studies conducted in China and the United States using both survey and vignette methodologies provided convergent support for our model. Study 1 revealed that higher organizational identifiers engaged in more UPB, and that this effect was mediated by moral disengagement. Study 2 found that organizational identification once again predicted UPB through the mediation of moral disengagement, and that the mediation relationship was stronger when employees perceived a higher level of industry competition. Finally, Study 3 replicated the above findings using a vignette experiment to provide stronger evidence of causality. Theoretical and practical implications are discussed. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

Abstract Does power corrupt a moral identity, or does it enable a moral identity to emerge? Drawing from the power literature, we propose that the psychological experience of power, although often associated with promoting self-interest, is associated with greater self-interest only in the presence of a weak moral identity. Furthermore, we propose that the psychological experience of power is associated with less self-interest in the presence of a strong moral identity. Across a field survey of working adults and in a lab experiment, individuals with a strong moral identity were less likely to act in self-interest, yet individuals with a weak moral identity were more likely to act in self-interest, when subjectively experiencing power. Finally, we predict and demonstrate an explanatory mechanism behind this effect: The psychological experience of power enhances moral awareness among those with a strong moral identity, yet decreases the moral awareness among those with a weak moral identity. In turn, individuals' moral awareness affects how they behave in relation to their self-interest. (PsycINFO Database Record (c) 2012 APA, all rights reserved).

"Would you tell me, please, which way I ought to go from here?" Alice asked the Cheshire Cat. "That depends a good deal on where you want to get to," said the Cat. "I don't much care where..." said Alice. "Then it doesn't matter which way you go," said the Cat. (Carroll, 1983: 72)

Although the ethical dimension of transformational leadership has frequently been discussed over the last years, there is little empirical research on employees’ ethical behavior as an outcome of transformational leadership. This two-study investigation examined the relationship between transformational leadership and unethical yet pro-organizational follower behavior (UPB). Moreover, mediating and moderating processes were addressed. Our research yielded a positive relationship between transformational leadership and employees’ willingness to engage in UPB. Furthermore, both studies showed employees’ organizational identification to function as a mediating mechanism and employees’ personal disposition toward ethical/unethical behavior to moderate the relationship between organizational identification and willingness to engage in UPB. Altogether, results indicate transformational leadership to entail a certain risk of encouraging followers to contribute to their company’s success in ways that are generally considered to be unethical. Implications regarding the ethical dimension of transformational leadership are discussed.

This classic study prompted more than fifty years of research and hundreds of additional experiments by psychologists around the world, making the theory of cognitive dissonance one of the most influential theories in the history of psychology.

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 (UPB; Umphress and Bingham, J Appl. Psychol 95:769–780, 2011 ). 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.

it is not surprising that employee theft has received a great deal of attention from a variety of socialscientists / identify these traditional approaches to employee theft and then present an alternative /address a basic set of parallel questions: why do employees steal, and what

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.

Self-interest has long been recognized as a powerful human motive. Yet, much remains to be understood about the thinking behind self-interested pursuits. Drawing from multiple literatures, we propose...

61Mindfulness moderates the relation between obsessive passion and OID.61Mindfulness moderates the relation between obsessive passion and UPB.61OID mediates the interaction effect of obsessive passion and mindfulness on UPB.61Harmonious passion is positively related to OID.61Mindfulness does not moderate the relation between harmonious passion and OID.

In response to the idea that morality originated when subordinate members of groups banded together to constrain more dominant members, I argue that a more general function of morality is to uphold systems of cooperative exchange ever threatened by the temptation to contribute less than one's share and to take more than one's share. Humans inherit biologically-evolved dispositions to behave... [Show full abstract]

In this study, we investigate the relationship between affective commitment and unethical pro-

In this study, we examine the nature of the relationship between ethical leadership and unethical pro-organizational behavior (UPB), defined as unethical behavior conducted by employees with the aim of benefiting their organization, and whether the strength of the relationship differs between subordinates experiencing high and low identification with supervisor. Based on three-wave survey data obtained from 239 public sector employees in China, we find that ethical leadership has an inverted u-shaped (curvilinear) relationship with UPB. As the level of ethical leadership increases from low to moderate, UPB increases; as the level of ethical leadership increases from moderate to high, UPB decreases. Further, we find that the strength of this inverted u-curve relationship differs between subordinates with high and low identification with supervisor. That is to say, the inverted u-shaped relationship between ethical leadership and UPB was stronger when subordinates experienced high levels of identification with supervisor. The theoretical and managerial implications of our findings for understanding how to manage UPB in an organizational context are discussed.

In order to produce a beneficial result, professionals must sometimes cause harm to another human being. To capture this phenomenon, we introduce the construct of "necessary evils" and explore the inherent challenges such tasks pose for those who must perform them. Whereas previous research has established the importance of treating victims of necessary evils with interpersonal sensitivity, we focus on the challenges performers face when attempting to achieve this prescribed standard in practice.

Abstract We examine the influence of individuals propensity to morally disengage on a broad range of unethical organizational behaviors. First, we develop a parsimonious, adult-oriented, valid, and reliable measure of an individual's propensity to morally disengage, and demonstrate the relationship between it and a number of theoretically relevant constructs in its nomological network. Then, in 4 additional studies spanning laboratory and field settings, we demonstrate the power of the propensity to moral disengage to predict multiple types of unethical organizational behavior. In these studies we demonstrate that the propensity to morally disengage predicts several outcomes (self-reported unethical behavior, a decision to commit fraud, a self-serving decision in the workplace, and supervisor- and coworker-reported unethical work behaviors) beyond other established individual difference antecedents of unethical organizational behavior, as well as the most closely related extant measure of the construct. We conclude that scholars and practitioners seeking to understand a broad range of undesirable workplace behaviors can benefit from taking an individual's propensity to morally disengage into account. Implications for theory, research, and practice are discussed.

This study examined the relationship between perceived leader integrity, belief in universal moral rules, and employees' ethical intentions while controlling for socially desirable response tendencies. The results demonstrated that both higher perceived leader integrity and stronger beliefs in universal moral rules were associated with lower intentions to commit unethical acts. More importantly, the results revealed an interaction between perceived leader integrity and belief in universal moral rules. Individuals with a strong belief in universal moral rules exhibited low intentions of committing unethical acts, regardless of the perceived integrity of their leaders. For individuals who do not adhere to a belief in universal moral rules, intention to commit unethical acts decreased as the perceived integrity of the leaders increased.

This reprinted chapter originally appeared in (Psychology of Intergroup Relations [ed. by S. Worchel; W. G. Austin], 1986, 7-24.) The aim of this chapter is to present an outline of a theory of intergroup conflict and some preliminary data relating to the theory. It begins with a discussion of alternative approaches to intergroup conflict with special attention to the "realistic group conflict theory" (RCT). RCT's relative neglect of the processes underlying the development and maintenance of group identity and the possibly autonomous effects upon the in-group and intergroup behavior is responsible for some inconsistencies between the empirical data and the theory in its "classical" form. In this sense, the theoretical orientation to be outlined in this chapter is intended not to replace RCT, but to supplement it in some respects that seem essential for an adequate social psychology of intergroup conflict--particularly as the understanding of the psychological aspects of social change cannot be achieved without an appropriate analysis of the social psychology of social conflict. The authors argue that people derive a sense of self-worth and social belongingness from their memberships in groups, and so they are motivated to draw favorable comparisons between their own group and other groups. (PsycINFO Database Record (c) 2015 APA, all rights reserved)

Abstract Evidence for situational specificity of personality-job performance relations calls for better understanding of how personality is expressed as valued work behavior. On the basis of an interactionist principle of trait activation (R. P. Tett & H. A. Guterman, 2000), a model is proposed that distinguishes among 5 situational features relevant to trait expression (job demands, distracters, constraints, releasers, and facilitators), operating at task, social, and organizational levels. Trait-expressive work behavior is distinguished from (valued) job performance in clarifying the conditions favoring personality use in selection efforts. The model frames linkages between situational taxonomies (e.g., J. L. Holland's [1985] RIASEC model) and the Big Five and promotes useful discussion of critical issues, including situational specificity, personality-oriented job analysis, team building, and work motivation.

This research tested the idea that the risk of exclusion from one's group motivates group members to engage in unethical behaviors that secure better outcomes for the group (pro-group unethical behaviors). We theorized that this effect occurs because those at risk of exclusion seek to improve their inclusionary status by engaging in unethical behaviors that benefit the group; we tested this assumption by examining how the effect of exclusion risk on pro-group unethical behavior varies as a function of group members' need for inclusion. A 2-wave field study conducted among a diverse sample of employees working in groups (Study 1) and a constructive replication using a laboratory experiment (Study 2) provided converging evidence for the theory. Study 1 found that perceived risk of exclusion from one's workgroup predicted employees' engagement in pro-group unethical behaviors, but only when employees have a high (not low) need for inclusion. In Study 2, compared to low risk of exclusion from a group, high risk of exclusion led to more pro-group (but not pro-self) unethical behaviors, but only for participants with a high (not low) need for inclusion. We discuss implications for theory and the management of unethical behaviors in organizations.

A multiphase study tested a proposed mediated moderation model for the joint effects of ethical pressure and power distance orientation on accountants’ ethical

We examined the relationship between organizational identification and unethical pro-organizational behavior (UPB)-unethical behaviors conducted by employees to potentially benefit the organization. We predicted that organizational identification would be positively related to UPB and that positive reciprocity beliefs would moderate and strengthen this relationship. The results from 2 field studies support the interaction effect and show that individuals who strongly identify with their organization are more likely to engage in UPB when they hold strong positive reciprocity beliefs. Given the nature of reciprocity, our findings may suggest that highly identified employees who hold strong reciprocity beliefs may conduct UPB with an anticipation of a future reward from their organization. Theoretical and managerial implications of our results for understanding unethical behaviors are discussed.

We propose that employees sometimes engage in unethical acts with the intent to benefit their organization, its members, or both-a construct we term unethical pro-organizational behavior. We suggest that positive social exchange relationships and organizational identification may lead to unethical pro-organizational behavior indirectly via neutralization, the process by which the moral content of unethical actions is overlooked. We incorporate situational and individual-level constructs as moderators of these relationships and consider managerial implications and future research.

Although research has shown that there may be very different types of workplace crimes, scholarly work in this area (a) is currently fragmented with very little communication between very similar streams of research and (b) tends to be incomplete and can lead to conflicting findings. We address both of these shortcomings. First, we propose a typology of different types of workplace crimes (consisting of pro-organizational, nonaligned-organizational, and anti-organizational crimes) based on the intentions of the perpetrators. Second, we link these intentions to various identification “pathologies”—such as over-identification and over-disidentification, under-identification and ambivalent identification—and argue that these pathologies are linked to propensities to commit certain types of workplace crimes. Specifically, we contend that over-identification and over-disidentification have direct effects on workplace crimes, whereas under-identification and ambivalent identification indirectly influence the propensity to engage in workplace crimes. We suggest that this research aids us in clarifying the inconsistent conclusions in previous work in the domain of workplace crimes and that it emphasizes the importance of including organizational identification as a key factor in the extant models of workplace crimes. This research also highlights policy implications regarding workplace crimes in that it suggests that different agencies may be more effective in enforcing the law and disciplining those engaged in the different types of workplace crimes.

There are two streams of research on deviance in the management literature, one on its positive effects and one on its negative effects. Although the underlying behavior is the same-a departure from norms-these two research streams remain separate. Here I review the literature, develop an integrative typology of deviance, and call for further advancements with respect to identifying reference groups and establishing normative standards.