Based on a framework that integrates job demands-resources theory, social cognitive theory Handbook of personality, Guilford Press, New York, pp 154–196, 1999) and regulatory focus theory, the purpose of this research is to investigate the relationship between perceptions of organizational politics and subsequent moral disengagement and unethical behavior. We conducted a laboratory study and also collected data in two separate surveys 6 weeks apart from 206 individuals working full time to investigate the relationships presented in our model. In both studies, (...) we examined the direct relationship of politics perceptions on unethical behavior in organizations as well as the indirect relationship through the influence of moral disengagement. We investigated the moderating effect of regulatory focus on the relationship between moral disengagement and unethical behavior using the survey data. Results indicated that perceptions of politics were significantly related to our mediator, moral disengagement, which was significantly related to our dependent variable, unethical behavior. However, only prevention-focus moderated the relationships examined. Implications for future research and managerial practice are discussed. (shrink)

Hazardous operational consequences of unethical behavior in high-risk projects can be traced back to inadequate relationships between businesses and the insurance industry. The communication of blame, as a consequence of major industrial accidents like the explosion of the Deepwater Horizon drilling rig in the Gulf of Mexico in April 2010, and the relevance of this communication of blame for subsequent insurance litigation, show that the awareness of the relationship between unethical behavior resulting in irresponsible procedural action and deficient loss-prevention practices (...) is a significant component of risk consciousness. The awareness of ethical origins of project risks could alter the methods of design and monitoring of insurance contracts for risky techno-organizational ventures. (shrink)

This paper offers a novel situational approach to study organizational justice in which the proposed unit of analysis is managerial behavior manifested in argumentation rather than employee justice perceptions. The currently dominant theoretical framework in justice research, which is built on justice perceptions, neglects the unique features of organizational order and vulnerability of procedural justice perceptions. As the procedural justice concept belongs chiefly to a spontaneous market order under which the rule of law is made possible, it is inappropriate to (...) transfer this concept to an organization in which the rule of authority is dominant. Therefore, except the limited legal domain in which managerial freedom is restrained by laws, procedural justice in organizations represents a mirage that can give rise to hypocritical managerial actions that can legitimate morally controversial outcomes via eristic tactics. In contrast, interactional justice is of great importance to organizations in that employees and organizations can ensure their rational economic exchanges without deception. However, current formulations of interactional justice often regard interactions as a palliative recipe designed to alleviate reactions to outcomes and not as a constituent of distributive justice. Perelman’s argumentation theory can offer a new conceptualization of interactional justice that addresses this gap. (shrink)

Integrating power dependence and gender role theories, we investigate the interactive effects of followers’ gender and leaders’ Machiavellian orientation in predicting followers’ usage of upward influence tactics. Using a sample of 156 matched leader–follower dyads, we found that followers’ gender moderated the relationship between Time 1 leaders’ Machiavellian orientation and followers’ use of upward influence tactics at Time 2. Specifically, the relationship between Time 1 leaders’ Machiavellianism and Time 2 followers’ ingratiation was significant and positive for women followers and non-significant (...) for men followers, while the relationship between Time 1 leaders’ Machiavellianism and Time 2 followers’ assertiveness was significant and positive for men followers but non-significant for women followers. These results suggest that gender plays an important role in how followers react to Machiavellian leaders. The social and ethical implications of these findings are discussed. (shrink)

Few scholars have investigated the considerations of over-empowered teams from a non-consequential ethics approach. Leveraging a virtue-based ethics lens of team empowerment, we provide a framework of team ethical orientation and over-empowerment using highly influential market research teams as a basis for our analysis. The purpose of this research is to contrast how teams founded on virtue-based ethics can attenuate ethical dilemmas and negative organizational outcomes from team over-empowerment. We provide a framework of four conditions that include Sophisticated, Suppressed, Contagion, (...) and Impeded to discuss alignment between team ethical orientation and team empowerment. Through this framework, we aim to further our understanding of empowered team behavior between action that is virtuous, moral, and ethical and activity that threatens organizational values and goals. (shrink)

The purpose of this article is to explain the differences between neo-Aristotelian virtue and positive organizational virtuousness from the virtue ethics perspective. Most studies use virtues and virtuousness interchangeably. A few others try to explain their differences from the positive organizational science perspective. Although closely related, we believe that these two notions are not identical. If we understand neo-Aristotelian virtue correctly, then it cannot be judged exclusively on what is externally verifiable, as is the case with virtuousness. For these reasons, (...) we attempt our own differentiation, highlighting the gains and losses realized in the migration from neo-Aristotelian virtue to positive organizational virtuousness, and establishing guideposts to meaningfully combine the strengths of both concepts. (shrink)

The corporate scandals of the twenty-first century have necessitated ethical behavior as a major component of the organizational process. These scandals occurred despite the ethical rules and laws in place, implying that rules and laws might not be effective in ensuring the ethical behavior of organizational participants at all times. Hence, a better approach to handling ethical decisions may be virtue ethics which demand the building of ethical character that intrinsically drives ethical behavior. Prudence was studied as a virtue which (...) builds character and can moderate ethical behavior. The moderating role of prudence was studied in the context of organizational political behavior. Employee political behavior in organizations can have either positive or negative consequences; hence, it is in the realm of ethical decision-making. Since studies have not identified how individuals can self-regulate their desire for political behavior, the study proposed political prudence, a character-building virtue, as a self-regulating variable which can be used by individuals to avoid drifting to the dark side of political behavior. The study participants were drawn from three organizations in Lagos, Nigeria, and a cross-sectional research design was adopted for data collection. The results confirmed that political prudence moderated the effects of political will on political behavior such that individuals engaged in benevolent political will and avoided self-serving political will. The importance of the findings is that organizations have a means of steering participants away from the dark side to the bright side of political behavior which is useful for productivity. (shrink)

This study investigates the connection between following Islamic work ethics (IWE) and workplace deviance, and explores the role of perceived organizational politics as a mediator and the impact of incivility initiated by supervisors as a second-stage moderator. Data were collected via a two-wave survey of 205 professionals in various industries. Results show that those who adhere to IWE exhibit a negative link to workplace deviance, as they have less involvement in organizational politics. The study also finds that incivility initiated by (...) supervisors intensifies the positive relationship between perceived organizational politics and workplace deviance. Interestingly, the study shows that the effect of IWE in reducing workplace deviance through organizational politics is stronger when incivility is high. The findings offer valuable insights for organizations on the positive impact of adhering to IWE on reducing perceived organizational politics and workplace deviance. (shrink)

This empirical study explores aspects of how companies that are positively recognized by their workforce as “Best Companies to Work For” convey the underlying principles of their “trustworthy” culture. The study examines the normative ethical frameworks and affective language utilized in the ethics statements. Although multiple studies have considered normative ethical frameworks in individual ethical decision making, few have considered normative ethical frameworks in organization ethics statements. In addition, this study expands the analysis to include the ethic of care. Of (...) the “Best Companies to Work for” in this study, 93 had accessible online ethics statements. Findings indicated 70 % of the ethics statements utilized combinations of three types of normative ethics studied, while 30 % used a single framework. In statements with combined frameworks, the deontological framework had the highest frequency, while the ethic of care was present in 33 % of statements and the teleological framework had the lowest frequency. In ethics statements with a singular framework, the framework rankings were consistent with findings for combined frameworks. Using the Dictionary of Affect in Language, there were statistically significant differences on pleasantness between statements that mentioned ethic of care and those that did not. This study sheds light on how these trustworthy companies communicate by publishing their ethics statements and by using a multidimensional approach in their ethics statements that has greater pleasantness when an ethic of care is utilized. (shrink)

The present study expands on the growing literature concerning organizational politics by assessing the impact of team-level OP on employee performance outcomes as well as investigating the degree to which these effects are mediated by team conflict. The results, based on multilevel structural equation modeling with a sample of 349 employees from 78 firms in China, lent support for a cross-level mediating role for team conflict between political climate and employee performance. Further, moderator analyses demonstrated that political climate acted as (...) a condition for task conflict to trigger relationship conflict. Thus, the results of this study contribute to both the political climate literature and the conflict literature by clarifying the processes by which climate can influence employee performance. (shrink)