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When firm misconduct comes to light, CEOs are often faced with difficult decisions regarding whether and how to respond to stakeholder demands as they attempt to restore their firms’ legitimacy. Prior research largely assumes that such decisions are motivated by CEOs’ calculated attempts to manage stakeholder impressions. Yet, there are likely other motives, particularly those of a morally-relevant nature, that might also be influencing CEOs’ decisions. To address this limitation, we advance moral cleansing as an alternative explanation for how and (...) why CEOs lead their firms to respond to stakeholder demands following the firm’s misconduct and, in turn, whether they can successfully restore their firm’s legitimacy. In the context of firm misconduct, moral cleansing motives reflect CEOs’ desire to restore their threatened moral self-image resulting from the misconduct. We theorize that a CEO’s moral cleansing motives increase the likelihood that their firm will engage in a series of reparative responses that can restore the firm’s legitimacy (i.e., discovery, explanation, penance, and rehabilitation). In addition, we explicate the unique implications of CEOs’ moral cleansing in a post-misconduct context by theorizing how such motives may simultaneously improve one form of their firms’ legitimacy while hindering another. Specifically, we theorize that CEOs’ moral cleansing motives increase (decreases) the authenticity (strategic cognition) of their firm responses, which strengthens (weakens) the effectiveness of those responses on the firms’ ability to restore its moral (pragmatic) legitimacy with stakeholders. We conclude with a discussion of the implications of this work. (shrink) | |
Unethical pro-organizational behavior (UPB) is unethical behavior driven by an intention to assist an organization. This study is one of the first attempts to examine the consequences of UPB. We argue that such types of behaviors can induce failure in self-regulation and thereby give rise to counterproductive work behavior (CWB). Based on self-regulation theory, we theorize that the breakdown in three fundamental mechanisms (i.e., moral standards, monitoring, and discipline) explains the link between UPB and CWB. Moreover, moral identity internalization can (...) temper these breakdown processes such that employees with higher levels of moral identity internalization are less likely to experience moral disengagement, workplace entitlement, or self-control depleting after enacting UPB, and therefore, will engage in less CWB. We conducted a 7-day experience sampling study of 95 financial service employees in a Chinese bank to test our theoretical model. The results indicated that transgressions committed with the intention of helping the organization would ultimately harm the organization, especially for those with lower moral identity internalization. Theoretical and practical implications are discussed. (shrink) | |
While unethical behaviors that are intended to benefit the self are often severely punished, unethical behaviors that are intended to benefit the organization (unethical pro-organizational behaviors, UPBs) are disciplined within organizations at different levels of severity. Building on the sensemaking theoretical framework, we study how employees make sense of what the organization is like through observing what the organization has done (i.e., different levels of punishment imposed for UPBs) and how employees subsequently react to the results of sensemaking (i.e., affective (...) commitment to the organization)—increased or decreased turnover and UPB engagement intention. By conducting a vignette-based experimental study and a time-lagged field study, we find that affective commitment to the organization of observers, especially those with a high moral disengagement propensity, increases at a low-to-moderate level of punishment severity for UPBs, and decreases at a moderate-to-high level of punishment severity for UPBs. Furthermore, the impacted affective commitment to the organization subsequently leads to increase in observers’ UPB engagement (intention) and decrease in observers’ turnover intention. We also highlight implications for theory and practice. (shrink) | |
This study explores the psychological mechanism underlying and the boundary condition affecting the relationship between leader unethical pro-organizational behavior (UPB) and subordinate silence. Drawing on social cognitive theory (SCT), we posit that leader UPB may decrease subordinate moral ownership, which in turn might trigger subordinate silence; we further hypothesize that corporate social responsibility (CSR) directed toward employees may weaken the relationship between leader UPB and subordinate moral ownership as well as the indirect relationship between leader UPB and subordinate silence via (...) subordinate moral ownership. A time-lagged survey of a sample consisting of 304 leader–subordinate dyads located in China supports the hypothesized moderated mediation model. This research explores the consequences of UPB and provides guidelines for practitioners. (shrink) | |
ABSTRACT Although unethical pro-organizational behavior (UPB) in the workplace has been widely researched, studies have focused on its antecedents rather than its outcomes. To fill this gap in the literature, we integrated moral licensing theory and the literature on leader gratitude expression to explore the ethical consequences of UPB. Using a sample of multi-source time-lagged surveys of 206 leader–employee dyads, we found that the pro-organizational nature of UPB fostered employees’ psychological entitlement and thereby increased their likelihood of engaging in subsequent (...) unethical behavior. Leaders’ expressions of gratitude for employee UPB strengthened the relationship between UPB and psychological entitlement, ultimately reinforcing employees’ unethical behavior. The theoretical and practical implications of the findings are discussed. (shrink) | |
The research explores a novel phenomenon in which information and communication technology (ICT), which is originally designed for knowledge transferring, may result in employees’ knowledge hiding due to increasing use intensity. Specifically, drawing upon the appraisal theory of empathy, we develop a moderated mediation model of empathy linking ICT use intensity and knowledge hiding. The hypothesized model is tested by conducting a scenario-based experimental study (Study 1, N = 194) and a multi-wave field study (Study 2, N = 350). Results (...) show that ICT use intensity is positively related to employees’ knowledge hiding through the mediating role of their empathy. Moreover, competitive goal interdependence strengthens the negative relationship between ICT use intensity and employees’ empathy, and the indirect positive effect between ICT use intensity and employees’ knowledge hiding. Overall, the research answers the questions of how and when ICT use intensity may influence employees’ knowledge hiding. Finally, the theoretical and practical implications of the research findings are discussed. (shrink) | |
This study develops and tests a model based on affective events theory. It specifies that engaging in unethical pro-organizational behaviors (UPB) decreases employee task performance through depression. Specifically, employees engaged in UPB are more likely to be depressed for those with a high rather than a low level of self-reflection, which in turn decreases task performance. Based on a sample of 205 sales employees in an insurance company located in mainland of China, we found that UPB had a significant indirect (...) effect on task performance through depression; additionally, this effect was stronger for employees with high rather than low levels of self-reflection. (shrink) | |
The existing literature on unethical pro-family behavior has mainly focused on its precursors, the outcomes of unethical pro-family behavior remain largely unknown. Building on the role theory, the current study presents an integrative model examining the effects of unethical pro-family behavior on actors’ work and life. Across an experiment and a multi-source, multi-wave field study, we found that employees who engage in unethical pro-family behavior experience role conflict, which further triggers their work withdrawal behavior and family emotional exhaustion. Moreover, we (...) identify work role expansion as an essential boundary condition of the effect of unethical pro-family behavior on employees’ work and life. Specifically, the positive correlation between unethical pro-family behavior and role conflict and the indirect impact of unethical pro-family behavior on work withdrawal behavior as well as family emotional exhaustion via role conflict were weaker when work role expansion was high. Overall, this study provides insights into the consequences, mechanism, and boundary condition pertinent to employees’ unethical pro-family behavior. (shrink) |
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