(Un)ethical behavior in organizations

The interplay between ethics, justice, corporate social responsibility, and performance management sustainability

In the increasingly volatile 21st century globalized and interconnected business landscape, organizations face increasing scrutiny concerning their ethical behavior, social responsibilities, and overall performance. This paper looks at some of the factors that link the notions of ethics, justice, and Corporate Social Responsibility (CSR), with an eye to their theoretical underpinnings and complexities and their relationship to the efficient and sustainable operation of Sustainable Performance Management (with special emphasis on CSR). Drawing on theoretical foundations and empirical evidence, we provide practical recommendations for organizations to promote ethics, justice, CSR, and effective and sustainable performance management. Suggestions include fostering ethical leadership by modeling ethical behavior and promoting ethical decision-making. We believe that the suggested practical measures may bridge the gap between academic perspectives and the practical realities of ensuring favorable, sustainable, work climates and work processes.

Psychological constraint on unethical behavior in team-based competition

A growing body of research contributes to our knowledge about unethical behavior. However, very little is known about how group-based competition shape members' unethical behavior. Building on social learning theory, we conducted three studies to reveal how group-based competition may affect individual's unethical behavior for their team. Study 1 and 2 are laboratory experiments in which participants were randomly assigned into groups of three members and engaged in group-based competition (or engaged in individual-based competition in an individual context) with monetary incentives. Different from individual-based competition where mean number of unethical behaviors for the self in the losing condition was larger than that in the winning condition, in group-based competition mean number of unethical behaviors in favor of group between the winning and the losing condition was not significantly different. Both studies also showed that there are less unethical behaviors in the group-based competition than in the individual-based competition. Study 2 further revealed that collective efficacy negatively associated with mean number of unethical behaviors in group-based competition. Study 3 was a field study with employees from bank subsidiaries working as teams, and results from their self-reported data confirm the relationship between collective efficacy and unethical behaviors observed in Study 2. Together, these results suggest that collective efficacy has the effect of curbing unethical behavior in group-based competition, thus contributing to the understanding of group-based experience on unethical behaviors.

Do contemplative practices make us more moral?

Contemplative practices are a staple of modern life and have historically been intertwined with morality. However, do these practices in fact improve our morality? The answer remains unclear because the science of contemplative practices has focused on unidimensional aspects of morality, which do not align with the type of interdependent moral functioning these practices aspire to cultivate. Here, we appeal to a multifactor construct, which allows the assessment of outcomes from a contemplative intervention across multiple dimensions of moral cognition and behavior. This offers an open-minded and empirically rigorous investigation into the impact of contemplative practices on moral actions. Using this framework, we gain insight into the effect of mindfulness meditation on morality, which we show does indeed have positive influences, but also some negative influences, distributed across our moral functioning.

When caring breeds contempt: The impact of moral emotions on healthcare professionals' commitment during a pandemic

The novel coronavirus (COVID-19) pandemic is a major heath crisis that continues to impact healthcare organizations worldwide. As infection rates surged, there was a global shortage of personal protective equipment, critical medications, ventilators, and hospital beds, meaning that healthcare professionals faced increasingly difficult workplace conditions. In this conceptual study, we argue these situations can lead to healthcare professionals experiencing moral emotions - defined as specific emotions which relate, or occur in response, to the interest or welfare of others - towards their organizations. This paper explores the three moral emotions of contempt, anger and disgust, and their potential influence on healthcare professionals' workplace commitment in the context of a pandemic. Drawing from the moral emotions and organizational commitment literature, we develop a process model to demonstrate how healthcare professionals' affective and continuous commitment are likely to decrease while, paradoxically, normative, and professional commitment may become amplified. The possible potential for positive outcomes from negative moral emotions is discussed, followed by theoretical and practical contributions of the model, and finally, directions for future research.

Subjective Well-Being in Organizations: Effects of Internal Ethical Context and Ethical Leadership

The literature rarely addresses the possible effects of organizations' internal ethical context on their employees' subjective well-being, that is, people's evaluation of their lives based on positive and negative emotional experiences and perceived life satisfaction. This study explored how internal ethical context's components-specifically ethics codes, ethics programs' scope and perceived relevance, and perceived corporate social responsibility practices-are related to workers' subjective well-being. Ethical leadership's possible leveraging of ethical context variables' effect on subjective well-being was also examined. The data were collected from 222 employees from various organizations in Portugal using an electronic survey. The results from multiple regression analyses indicate that organizations' internal ethical context positively affects employees' subjective well-being. This impact is mediated by ethical leadership, suggesting that leaders play a crucial role in highlighting and embodying their organization's ethical norms and orientation, thereby directly influencing their staff members' subjective well-being.

Leaders' ambition and followers' cheating behavior: The role of performance pressure and leader identification

Purpose

We seek to understand why and how leaders' actions that are positive from organizational perspectives, drive to engage employees in cheating behaviors.

Design/methodology/approach

The proposed mediated moderation model was tested in two separate studies, study 1 and study 2, with data collected from police officers and employees of Islamic banking respectively, and then analyzed with Mplus for random coefficient models for direct effects, indirect effects, and for mediated moderation.

Findings

It was found that leaders' ambitions may enhance performance pressure on the subordinates, which in turn promotes their cheating behavior. Overall, we found that the traditional view of ambition theory only emphasizes good mechanisms such as motivation. However, to integrate with a social identity perspective, ambition would also cause pressure and pressure rather than motivation. Additionally, leaders' ambitions are more strongly and positively related to the performance pressure and cheating behaviors of employees when subordinates also have high leader identification. The findings of this research suggested that leaders' positive workplace behavior could also spawn subordinates' unethical behaviors.

Practical implications

Through this research, we can help policymakers understand that leaders' positive desire in general and ambition, in particular, may not be necessarily associated with subordinates' positive behaviors. Our results revealed that internalized with performance pressure, the leaders' ambition is associated with subordinates' cheating behavior. The findings of this research will help policymakers understand what might be promoting unethical behavior of employees. The cheating behavior of employees is not a singular level phenomenon of subordinates, it could also be triggered by contextual factors. Therefore, in developing policies for reducing the chance of cheating at work, the policymakers should also focus on the contextual factors that might be promoting cheating.

Originality/value

Ambitious leaders tend to demonstrate high performance, also, performance pressure literature focuses efforts of the employees toward high performance. The dark side of these lines of researches is still underexplored. We shifted the conventional focus of understanding to the positive side of ambition and performance pressure by explaining the potential cost in the form of employees' enhanced cheating behavior. The interplay between the relationship between leaders' ambition and subordinates' perception of leader identification also enhanced our understating about the boundary condition of the relationship between leaders' ambition, performance pressure, and cheating behavior of subordinates.

Research on the consequences of employees' unethical pro-organizational behavior: The moderating role of moral identity

Introduction

In 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.

Methods

Through 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.

Results

This 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.

Discussion

The 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.

Executives' unethical behaviour with directions for future research

Executives' unethical behaviour is a common phenomenon in business practice and a hot topic for academic research, which has a profound negative impact on the healthy development of our economy and society. In the past two decades, several scholars from different disciplines con-ducted theoretical research and practical explorations on the issue of senior executives' (un)ethical behaviour and achieved certain research results. However, the existing research in this field still has problems, such as a lack of systematic integration of research results, unclear research hotspots and unclear development directions. Thus, the present study through a bibliometric analysis, conducted a content coding of these 428 papers identified from 2000 to 2020, constructed a theoretical framework by inductively identifying the corresponding concepts. By reviewing the progress of existing research topics, this study summarised a research framework of executives' unethical behaviour from the perspectives of the antecedents, the behaviour itself and the consequences of unethical behaviour. The study further proposed future research trends and recommendations for conducting research on executives' unethical behaviour under emerging market scenarios. The research results provide new ideas for developing the theory of executives' unethical behaviour and promote the in-depth development of the research on executives' unethical behaviour in the context of emerging markets.

The ethics of semantics in medicine

In this paper, we discuss the largely neglected topic of semantics in medicine and the associated ethical issues. We analyse several key medical terms from the informed perspective of the healthcare professional, the lay perspective of the patient and the patient's family, and the descriptive perspective of what the term actually signifies objectively. The choice of a particular medical term may deliver different meanings when viewed from these differing perspectives. Consequently, several ethical issues may arise. Technical terms that are not commonly understood by lay people may be used by physicians, consciously or not, and may obscure the understanding of the situation by lay people. The choice of particular medical terms may be accidental use of jargon, an attempt to ease the communication of psychologically difficult information, or an attempt to justify a preferred course of action and/or to manipulate the decision-making process.

Expatriate effectiveness: from conceptualization to operationalization

Expatriate effectiveness has been studied extensively in the expatriate literature. Despite its popularity, the construct has not been well-defined or properly operationalized. Adopting a performance perspective, we conceptualize expatriate effectiveness in terms of task, contextual, and adaptive performance. The relative importance of each type of performance may vary across expatriate jobs and over the course of the expatriate’s tenure. We propose six operational and implementation guidelines for expatriate effectiveness measurement in the contexts of the nature of the expatriate job, the prioritized performance at each stage of adjustment, rater sources and capabilities, rater culture, frequency of evaluation, and the fit between measurement methods and criteria. We contribute to cross-cultural management research by providing a thorough description of the criterion issues in this literature, offering a conceptual framework to differentiate and integrate a variety of constructs that reflect different aspects of cross-cultural effectiveness, and calling attention to the influential role of measurement operations and implementation for the validity of research studies.

Why do employees commit fraud?: Theory, measurement, and validation

Previous research on corporate governance has extensively explored the motives of corporate fraud. However, this research has paid little attention to employees, the real executors of fraud, resulting in the psychological and behavioral decision-making process of employees who commit fraud in enterprises becoming a “black box” that has not yet been opened. Based on the theory of planned behavior, our study integrates the existing research findings on driving factors of employee fraud and anti-fraud practical experience, extracts the key factors of employee fraud motive, and develops a multidimensional scale of employee fraud motive. The exploratory factor analysis (EFA) generates three subscales, comprising 14 items, measuring attitude, subjective norm and perceived behavioral control of employee fraud motive. The confirmatory factor analysis (CFA) supports the reliability, discriminant validity and convergent validity of the new scale. The multiple regression results show that the score of employee fraud motive is positively correlated with the amount of employee fraud occurrence, indicating that the predictive validity of the scale holds. Overall, the scale developed in our study displays good reliability and validity, and is worth spreading.

Beyond Frontiers: An Examination of Ethical Leadership and Job Resources in Customs Officers' Well-Being

Analyzing factors that contribute to job burnout and job satisfaction among customs officers are crucial for customs administration effectiveness and the country's safety. Based on the Conservation of Resources Theory (COR), we analyze how ethical leadership, job resources, and burnout play a role in customs officers' job satisfaction. Online questionnaires were administered to 53.6% (n = 193) of the customs officers of one Latin American country. Hypotheses were tested through mediation analysis using PROCESS macro for SPSS. Results show that ethical leadership significantly relates to job resources and job satisfaction, but not to burnout. Ethical leadership relates to job satisfaction indirectly through job resources and burnout. The indirect effect serial mediation model (ethical leadership -> job resources -> burnout -> satisfaction) was significant. Our results provide evidence that ethical leadership is an important component to shape the perception of job resources (i.e. autonomy and task significance) and foremost to reduce stress and improve satisfaction.

Concerted Collusion: Studying Multiagency Institutional Cover-Up

Many important organizational events do not lend themselves easily to experimental manipulation, and thus, one can only study them retrospectively by combining the investigative tools provided by both the social sciences and humanities. A cover-up, meaning an attempt to prevent the public from discovering information about a serious crime or mistake, is such a phenomenon. The objective of the present paper is to develop an initial taxonomy of how organizational researchers can study what happens when multiple organizations and institutions conspire to cover-up the causes of a tragedy. For this purpose, the 1989 United Kingdom Hillsborough tragedy and the 27 year cover-up will be analyzed. Hillsborough is the best (and worst) example of a cover-up, in that the objective facts were known from early on but the subjective elements (i.e., attitudes, bias, and collusion) resulted in a 27 year search for justice for the victims. It deserves special attention as an example of multiagency institutional cover-up, in that the range and diversity of institutional actors pitted against the victims grossly outweighed them in terms of material resources, social power (in terms of social class differences), and the ability to control the narrative of the tragedy. Using a thematic analysis approach, five main themes were identified as: (1) Unwilling, but compliant, participants who are unlikely to be whistleblowers, (2) Suppressing/withholding important information, (3) Proactively engaging the support of related actors/institutions that helps create a critical mass, (4) Owning the narrative, and (5) Moral disengagement.

How COVID-19 can promote workplace cheating behavior via employee anxiety and self-interest - And how prosocial messages may overcome this effect

While scholars have debated whether environmental factors (e.g., air pollution) can prompt unethical behavior (e.g., crime), we argue that the COVID-19 pandemic provides a unique opportunity to inform this theoretical debate by elaborating on why these effects may occur, identifying how they can be overcome, and addressing methodological issues. Drawing on appraisal theories of emotion, we argue that appraising COVID-19 (i.e., an environmental factor) as a threat can elicit anxiety. This can focus employees on their own self-interest and prompt cheating behavior (i.e., unethical workplace behavior). However, we propose that these detrimental effects can be attenuated by prosocial messages (i.e., highlighting the meaningful and positive impact that employees' work can have on others). Our predictions were supported using a two-wave survey (N = 396) and an experiment (N = 163) with samples of full-time employees during the COVID-19 pandemic. Theoretically, our studies inform this ongoing debate by highlighting the importance of state anxiety and self-interest as key mechanisms and that drawing peoples' attention towards others can serve as a boundary condition. Practically, we provide insight into the ethical costs of COVID-19 in the workplace and identify a simple yet effective strategy that organizations can use to curtail workplace cheating behavior.

A Paradox of Ethics: Why People in Good Organizations do Bad Things

This article takes a novel approach to explaining the causes of unethical behavior in organizations. Instead of explaining the unethical behavior of employees in terms of their bad organization, this article examines how a good organization can lead to employees' unethical behavior. The main idea is that the more ethical an organization becomes, the higher, in some respects, is the likelihood of unethical behavior. This is due to four threatening forces that become stronger when an organization becomes more ethical. These forces are the upward, downward, backward, and forward forces. Each of these forces is illustrated with two effects and each effect is explained by a specific theory. The effects are the effects of the gold digger, high-jump bar, retreating-cat, forbidden-fruit, cheese slicer, moving-spotlight, repeat-prescription, and keeping-up appearances. This paradox of ethics, when goodness breeds badness, opens new research directions.

Collaborative Cheating in Hierarchical Teams: Effects of Incentive Structure and Leader Behavior on Subordinate Behavior and Perceptions of Leaders

What facilitates collaborative cheating in hierarchical teams, and what are its outcomes for those engaged? In two preregistered studies (N = 724), we investigated how subordinates are influenced by leaders signaling a willingness to engage in collaborative cheating, and how subordinates perceive such leaders. Participants performed a task in which they could either report their performance honestly, or cheat for financial gain. Each participant was assigned a leader who could choose to check the report's veracity. In Study 1, leaders who checked less often were perceived as more moral, trustworthy, competent, and psychologically closer than leaders who checked more often. This trustworthiness bonus translated to investments in a subsequent trust game. Study 2 revealed that these relationship benefits specifically arise for collaborative cheating, compared to competitive cheating (at the leader's expense). We conclude that collaborative cheating in subordinate-leader dyads strengthens in-group bonds, bringing people closer together and cultivating trust.

When Do Firms Crack Under Pressure? Legal Professionals, Negative Role Models, and Organizational Misconduct

Strain theory has long been invoked to explain organizational misconduct, with underperformance creating pressure for firms to engage in morally objectionable activities. In this paper, I examine whether underperformance increases the risk of organizational misconduct. Drawing on institutional arguments about professions and social learning, I further predict that when experiencing performance strain, legal professionals will push the boundaries of the law, increasing the risk of misconduct if they have influence over decision making. However, industry peers caught engaging in misconduct should serve as negative role models, reducing the risk of the firm resorting to misconduct to overcome performance shortfalls. I test and find support for these predictions using longitudinal data on material legal claims filed against S&P 1500 firms between 2000 and 2017. The study extends the strain theory of organizational misconduct, identifying how legal professionals and negative role models shape firms’ strategic responses to performance pressure.

A cross-sectional survey of moral distress and ethical climate - Situations in paediatric oncology care that involve children's voices

Aim

To assess experiences of morally distressing situations and perceptions of ethical climate in paediatric oncology care, with a focus on situations that involve children's voices.

Design

Cross‐sectional survey.

Methods

Registered Nurses at all four paediatric oncology centres in Denmark were asked to complete a web‐based questionnaire with Danish translations of the Swedish Moral Distress Scale‐Revised (MDS‐R) and the Swedish Hospital Ethical Climate Survey‐Shortened (HECS‐S). Data analysis included descriptive statistics and non‐parametric correlation tests.

Results

Nurses (n = 65) perceived morally distressing situations as rather uncommon, except for those that involved shortage of time, poor continuity of care and unsafe staffing levels. Most nurses (83%) found it disturbing to perform procedures on school‐aged children against their will, and 20% reported that they do this often. Perceptions of ethical climate were positive and healthcare professionals were perceived to be attentive to children's wishes.

Who Do I (Dis)Trust and Monitor for Ethical Misconduct? Status, Power, and the Structural Paradox

A wealth of research documents the critical role of trust for social exchange and cooperative behavior. The ability to inspire trust in others can often be elusive, and distrust can have adverse interpersonal and ethical consequences. Drawing from the literature on social hierarchy and interpersonal judgments, the current research explores the predictive role of a structural paradox between high power and low status in identifying the actors most likely to be distrusted and monitored for ethical misconduct. Across four studies and an internal meta-analysis, we found that the structural paradox was associated with distrust-related judgments and behaviors. In Study 1, high power-low status actors were judged as less trustworthy. In Studies 2 and 3, high power-low status actors were sent less money in a trust game, an effect fully mediated by feelings of dislike. Study 4 revealed that high power-low status actors were more likely to be monitored for cheating, an effect partially mediated by trust judgments. These findings contribute to business ethics research by identifying the structural paradox of high power-low status as a salient contextual influence impacting observers' distrust and monitoring dynamics. Implications for reducing observers' level of distrust of high power-low status actors are discussed.

Is helicopter parenting stifling moral courage and promoting moral disengagement? Implications for the training and development of millennial managers

Purpose

This paper aims to examine the ethical foundations of Gen Z individuals by studying the impact of helicopter parenting on moral courage and moral disengagement. In addition, this study considers the implications for Millennial generation managers that are likely to be supervising this current generational cohort.

Design/methodology/approach

Hypotheses were tested using a two-wave online survey of 215 undergraduate students.

Findings

Helicopter parenting was associated with lower levels of moral courage and an elevated propensity to morally disengage in a sample of Gen Z individuals. The impact of helicopter parenting on these moral foundations was mediated by the children’s increased desire for continued parental involvement in their lives.

Practical implications

Similar to the Gen Z students surveyed in this study, many Millennials were raised by helicopter parents, thus, it is likely that they are also prone to moral disengagement and low moral courage. Furthermore, Millennial managers will be managing Gen Z workers. Thus, many companies will need to enhance their efforts in providing Millennial managers with business ethics training aimed at developing moral courage and reducing moral disengagement.

Originality/value

This study examines a previously unidentified antecedent of moral courage and moral disengagement

Embracing Responsible Leadership and Enhancing Organizational Citizenship Behavior for the Environment: A Social Identity Perspective

Although organizational citizenship behavior for the environment (OCBE) literature has highlighted the critical role of leadership on the emergence of OCBE, there is still room for further research exploration of how and when leaders influence subordinates’ OCBE. According to social identity theory, we propose a theoretical model that responsible leadership promotes subordinates’ OCBE by examining subordinates’ moral identity as a mediator and individualism as a boundary condition. Using a sample of 273 collected in China, results indicated that responsible leadership was positively related to subordinates’ moral identity, which in turn was positively related to subordinates’ OCBE. Subordinates’ moral identity partially mediated the relationship between responsible leadership and their OCBE. In addition, both the relationship between responsible leadership and subordinates’ moral identity and the indirect relationship between responsible leadership and subordinates’ OCBE were stronger when individualism was lower. These findings provide novel insights into how responsible leadership influences OCBE and how such influence is shaped by subordinates’ individualism.

Forms of ethical dilemmas in industrial-organizational psychology

Professional ethics has not been a major focus in industrial-organizational (I-O) psychology—in comparison with our study of unethical behavior in organizations. Consequently, we know very little about ethical situations actually faced by I-O psychologists. This article presents and tests a structural perspective on understanding the nature of ethical dilemmas that can facilitate such study. A taxonomy of five paradigmatic forms of ethical dilemmas is defined and placed in a theoretical context. Narrative descriptions of 292 ethical situations were obtained from a sample of 228 professional members of the Society for Industrial and Organizational Psychology (SIOP) in the United States and were used to empirically test the taxonomy. The narratives were content analyzed for form of dilemma, work domain of occurrence, relevance to human resource administration concerns, and favorability of the situation’s resolution. The work domains that were most problematic were academic research/publication activities, individual assessment/assessment centers, consulting issues regarding the client, and academic supervising/mentoring. There were no significant differences as a function of respondents’ sex, seniority, or professional membership status (member/fellow). This relatively “content free” structural aspect of ethical dilemmas enables comparisons across different domains (of professions, organizations, demographic groups, age cohorts, etc.) in which the overt idiosyncratic ethical problems experienced are not commensurable. Similarly, it can yield interpretable longitudinal comparisons despite changes in the manifestations of ethical problems encountered over time.

The Bottom-Line Mentality of Leaders in Education and Training Institutions: Where to Go for Innovation?

According to the social exchange theory, this study analyzed how a bottom-line mentality (BLM) among leaders affects teachers' innovative behavior and how this relationship is mediated by relative deprivation and psychological safety and moderated by person-organization values fit. Using two stages of data collection, 491 responses from teachers were obtained and analyzed. The results revealed that leader BLM significantly negatively affected teachers' innovative behavior, and relative deprivation and psychological safety both partially mediated this influence of leader BLM. Person-organization values fit negatively moderated the positive effect of leader BLM on teachers' relative deprivation and the negative effect of leader BLM on teachers' psychological safety. This study enriches the current literature about BLM and tests the influence of leader BLM on teacher's innovation in the Chinese education and training institutions, and provides insights into favorable educational management practices.

Is behaving unethically for organizations a mixed blessing? A dual-pathway model for the work-to-family spillover effects of unethical pro-organizational behavior

This research examines the mixed work-to-family spillover effects of unethical pro-organizational behavior. Drawing on conservation of resources theory and the work–home resources model, we develop a dual-pathway model to explain such effects. Based on a three-wave field study involving 214 respondents in China, we find engagement in unethical pro-organizational behavior to be positively associated with employees’ organization-based self-esteem and stress at work, which in turn, leads to work-to-family positive spillover and work-to-family conflict, respectively. We also find that performing tensions moderate the mixed effects of unethical pro-organizational behavior on organization-based self-esteem and work stress and the indirect effects of unethical pro-organizational behavior on work-to-family positive spillover and work-to-family conflict. Our findings have theoretical implications for business ethics scholars and practical implications for managers.

Becoming morally disengaged: how long does it take?

Purpose

Leadership is a time-dependent process and a recent leadership research trend posits a central role of time-based variables. The dyadic tenure plays a keystone role in understanding leader–follower dynamics, especially as regards leader ethics. In line with this, from a social learning theory perspective, the authors propose a model that explains how and when ethical leaders' behaviors influence subordinates' moral disengagement.

Design/methodology/approach

With a sample of 220 employees, the present study tests the conditional indirect effect of ethical leadership on followers' moral disengagement via instrumental ethical climate (IEC), using dyadic tenure as the moderator variable. The analyses were conducted with Hayes PROCESS macro.

Findings

Results suggested that IEC fully mediates the relationship between ethical leadership and moral disengagement. Thus, when followers perceive low levels of ethical leadership, they notice higher levels of IEC, which is positively related to moral disengagement. However, IEC perception only influences moral disengagement when dyadic tenure approaches the third year.

Originality/value

This paper answers calls to include time-based variables in leadership studies. Hence, using dyadic tenure, this study gives support to previous propositions that were still awaiting empirical test.

The Emergence of Value-Based Leadership Behavior at the Frontline of Management: A Role Theory Perspective and Future Research Agenda

The importance of value-based leadership such as authentic, ethical, and servant leadership is inconspicuous. However, the benefits of these leadership approaches are often only explained through the behaviors of their followers. As such, limited research has communicated the leader's motivation for pursuing such leadership behavior, resulting in such discourse to escape theorizing. We draw upon role theory and paid attention to the role of higher-level management (leadership) through the trickle-down model to underline their importance in the organization. We then expand this role theory framework by synthesizing research to explain the emergence of value-based leadership behavior at the frontline of management. In doing so, we aim to provide a stronger explanation of the emergence of value-based leadership in organizations. We conclude this analysis by guiding future research in the form of propositions to investigate the psychological process and organizational factors to empirically examine the proposed role framework.

Development of a Measure of Calculative Mindset (CM): Establishing a Nomological Net and Predictive Utility of the CM Measure

A calculative mindset (CM) describes the tendency to analyze and convert qualitative social values into numeric or monetary metrics and is a predisposition that shapes behaviors and actions of the employee. CM has been manipulated in experimental studies, but it has not been investigated in field research due to the absence of a scale to measure CM. In study 1, we followed Hinkin's scale development protocol to conceptualize, develop, and validate a measure of CM to facilirate research in organizational contexts. In Study 2, we examined the relationship between CM and measures of performance, counterproductive work behavior (CWB), organizational citizenship behaviors (OCB), and in role-performance (IRP). Results from hierarchical regression analyses indicate that CM is related to these performance outcomes and explains incremental variance over established measures of the Five-Factor Model of personality. Implications for personality research, selection of human resources, and facilitation of an ethical workplace are discussed.

Explaining variance in perceived research misbehavior: results from a survey among academic researchers in Amsterdam

BACKGROUND

Concerns about research misbehavior in academic science have sparked interest in the factors that may explain research misbehavior. Often three clusters of factors are distinguished: individual factors, climate factors and publication factors. Our research question was: to what extent can individual, climate and publication factors explain the variance in frequently perceived research misbehaviors?

METHODS

From May 2017 until July 2017, we conducted a survey study among academic researchers in Amsterdam. The survey included three measurement instruments that we previously reported individual results of and here we integrate these findings.

RESULTS

One thousand two hundred ninety-eight researchers completed the survey (response rate: 17%). Results showed that individual, climate and publication factors combined explained 34% of variance in perceived frequency of research misbehavior. Individual factors explained 7%, climate factors explained 22% and publication factors 16%.

CONCLUSIONS

Our results suggest that the perceptions of the research climate play a substantial role in explaining variance in research misbehavior. This suggests that efforts to improve departmental norms might have a salutary effect on behavior.

Employee–organisation connectedness and ethical behaviour: the mediating role of moral courage

Purpose

How employees connect with their work organisation and how it may play a role in their moral courage and ethical behaviour remain under-explored. This study, using Psychological Contract Theory, aims to explore how employee–organisation connectedness influences employees' moral courage and ethical behaviour.

Design/methodology/approach

The hypotheses were tested using Partial Least Squares Structural Equation Modelling (PLS-SEM) on data collected through a questionnaire survey from 212 Australian healthcare professionals.

Findings

Employee connectedness with their work organisations showed a significant and direct impact on ethical behaviour. Along with moral courage, connectedness explained over half of the variance in ethical behaviour. Furthermore, moral courage partially mediated the effect of employee connectedness on ethical behaviour.

Research limitations/implications

The overall theoretical implication of this study is that psychological contracts between employees and their organisations operationalised through employee–organisation connectedness can explain the role of moral courage in ethical behaviour.

Practical implications

With increasing borderless management of organisations, organisational connectedness can be a critical factor in developing employees' moral courage and ethical behaviour within organisations. Socialisation interventions can be useful to promote employee–organisation connectedness.

Originality/value

The study developed a higher-order connectedness model and validated it with PLS-SEM. The study provides novel empirical evidence on the relationships between employee–organisation connectedness, moral courage and ethical behaviour.

How Upper/Middle Managers' Ethical Leadership Activates Employee Ethical Behavior? The Role of Organizational Justice Perceptions Among Employees

Several studies have been conducted on ethical leadership and workplace ethical behavior but little is known about the role of organizational justice and each of its dimensions (procedural, distributive, interpersonal, informational) in this relationship. This study predicts that ethical leadership enhances organizational justice perceptions, including each of its specific dimensions, which in turn enhances employee ethical behavior. The results from two-wave survey data obtained from 270 employees in the Malaysian manufacturing industry confirm that ethical leadership has a positive impact on employee ethical behavior, and that organizational justice and each of its justice dimensions mediate this relationship, both individually and together. Importantly, interpersonal and informational dimensions show the strongest mediation effects. This paper highlights the actions and strategies that can help managers to effectively elevate the moral tone in their organizations. In particular, our findings show where managers must put more emphasis to foster an ethical workplace: on providing fair treatment (interpersonal justice) and honest information (informational justice).

Impact of employee pro-organizational unethical behavior on performance evaluation rated by supervisor: a moderated mediation model of supervisor bottom-line mentality

Purpose

The topic of employees’ unethical pro-organizational behavior (UPB) has attracted more and more interest in both practice and academic fields. However, previous studies have mainly investigated the antecedents of UPB and little research has discussed the outcome variables. This study aims to provide a comprehensive understanding of the effect mechanism of UPB on employee performance evaluation rated by a supervisor through a leader-member exchange (LMX) and the moderating role of supervisor bottom-line mentality (BLM).

Design/methodology/approach

This study used a sample consisting of 304 employees and 96 supervisors in several manufacturing firms in China. The authors used hierarchical linear modeling to test the hypotheses, as this was cross-level research. In addition, this paper also uses Mplus7.4 to test the moderating effects of supervisor BLM on the indirect effects between the UPB and performance evaluation by a moderated path analysis.

Findings

The results confirm that UPB is positively related to performance evaluation rated by supervisors. Additionally, the mediating effect of LMX in the relationship between UPB and performance evaluation is successfully demonstrated. Furthermore, supervisor BLM cross-levelly moderates the relationship between UPB and LMX, as well as moderates the mediation effect of LMX on the correlation between UPB and performance evaluation.

Research limitations/implications

The primary contribution of this research is building a cross-level model for the effect of UPB on followers’ performance evaluation scored by the supervisor and thereby extending the nomological networks of both UPB and performance evaluation literature. Another contribution the study makes to the literature is that it provides a new perspective to understand how UPB relates to followers’ performance evaluation.

Originality/value

This is the first study about how and when UPB predicts followers’ performance evaluation rated by the supervisor.

The Trickle-Down Effect of Authoritarian Leadership on Unethical Employee Behavior: A Cross-Level Moderated Mediation Model

Authoritarian leadership is of great significance to eastern countries, including China. Meanwhile, unethical employee behavior also exists in all types of social organizations. The relationship between authoritarian leadership and unethical employee behavior is worth studying. Senior leaders (managers) often do not have a direct influence on employees except for through their immediate supervisors. The leadership style of senior leaders also influences the leadership style of their subordinates (employees’ direct supervisors). This paper studies how authoritarian manager leadership trickles down to unethical employee behavior through authoritarian supervisor leadership (through social learning theory and ASA theory) and discusses the moderating effect of leader member exchange (LMX) and an ethical climate. Through a questionnaire survey of 406 pairs of leaders, supervisors, and employees, the research results of the multilevel model show that (1) authoritarian supervisor leadership is positively related to unethical employee behavior, (2) authoritarian supervisor leadership mediates the relationship between authoritarian manager leadership and unethical employee behavior, (3) LMX positively moderates the relationship between authoritarian manager leadership and authoritarian supervisor leadership and moderates the mediating effect of authoritarian supervisor leadership, and (4), that an ethical climate negatively moderates the relationship between authoritarian supervisor leadership and unethical employee behavior and moderates the mediating effect of authoritarian supervisor leadership.

The Behavior of Organization in Economic Crisis: Integration, Interpretation, and Research Development

We investigated the significance of an economic crisis for organizations' ethical behavior, employees' unethical behavior, and association. To capture the effect of the "2008' World economic crisis," we compared the behaviors of organizations and employees' unethical behavior during a crisis with their behavior in more favorable circumstances before and after the crisis. We used structural equation modeling to analyze answers collected from 2024 employees in Slovenian organizations between 2006 and 2016. The results showed significant growth of organizational engagement in ethical behavior, despite the crisis in the middle of the observed period. The employees' unethical behavior was significantly less acceptable in crisis compared to before the crisis, while after the crisis, its acceptability increased again, despite not significant. The aggregate sample revealed a significantly negative influence of employee's unethical behavior on organizations' ethical behavior that was not significantly different across the considered periods. The research suggests the need to manage the organization's ethical behavior in times of economic downturn, like in the present COVID 19. Additionally, managers need to devote more attention to prevent employees' unethical behavior and its influence on organizations' ethical behavior.

Managing organizational ethics: How ethics becomes pervasive within organizations

This study analyzes real experiences of culture management to better understand how ethics permeates organizations. In addition to reviewing the literature, we used an action-research methodology and conducted semistructured interviews in Spain and in the U.S. to approach the complexity and challenges of fostering a culture in which ethical considerations are a regular part of business discussions and decision making. The consistency of findings suggests patterns of organizational conditions, cultural elements, and opportunities that influence the management of organizational cultures centered on core ethical values. The ethical competencies of leaders and of the workforce also emerged as key factors. We identify three conditions-a sense of responsibility to society, conditions for ethical deliberation, and respect for moral autonomy-coupled with a diverse set of cultural elements that cause ethics to take root in culture when the opportunity arises. Leaders can use this knowledge of the mechanisms by which organizational factors influence ethical pervasiveness to better manage organizational ethics.

The Effect of Supervisor Identification on Unethical Pro-Supervisor Behavior: The Moderating Role of Employability Perceptions

Under some employment circumstances, individuals in some organizations are willing to engage in unethical behaviors that benefit one’s own supervisors who have a great power to decide the levels of evaluation and compensation for each individual. In this study, two hypotheses were examined. First, based on social identification theory, we hypothesized that individuals’ feeling a sense of oneness with one’s own supervisors promote unethical pro-supervisor behaviors (UPSB). Second, based on a person–situation interactionist model, we hypothesized that this positive relationship is strengthened if the individual perceives lower levels of one’s own employability. Data were collected from 185 individuals of various types of organizations in South Korea. A time-lagged field study supported our hypotheses. In particular, [supervisor identification was positively related to UPSB. Furthermore, for individuals with a weaker employability perception, supervisor identification was positively related to UPSB.