In recent years, the adverse implications of organizational identification (OID) have received significant attention in the field of organizational behavior research, particularly as it is considered a critical factor in unethical pro-organizational behavior (UPB). Nevertheless, the findings of previous studies are inconsistent. To explain these discrepancies, we performed a meta-analysis of 54 independent studies from January 2010 to April 2023, comprising a total of 14,836 samples, to investigate the impact of OID on UPB and the moderating effects of cultural context. (...) The results of our study demonstrated that individualism, power distance, masculinity, uncertainty avoidance, and indulgence play moderating roles in the OID – UPB relationship. This study makes noteworthy theoretical and practical contributions and lays the foundation for future research. (shrink)

Organizational identification has increasingly attracted scholarly attention as a key factor in understanding organizational processes and in fostering efficient human resource management. Available evidence shows that organizational ethical climate crucially predicts OI, a key determinant of both employees’ attitudes and behaviors. In the present paper, we examined the relationship between two specific ethical climates, distributed leadership, and employees’ attitudes and behaviors, incorporating OI as a core underlying mechanism driving these relationships. Three hundred and forty-two employees filled out questionnaires to examine (...) ethical climate, DL, OI, and a series of measures concerning attitudes and behaviors toward the organization. Structural equation modeling confirmed that a perception of an ethical climate of friendship fostered OI, which elicited higher commitment, perceived trust and recommendation, and lower turnover intention. Perception of DL further contributed to increasing OI. Our findings suggest that HR practices should carefully consider employee perceptions of a collectivistic ethical climate, together with perceptions of DL, as key determinants of positive organizational outcomes. We discuss results in light of the social identity approach and present practical implications for HR management. (shrink)