Discrimination represents an important moral problem in the field of business ethics, and is often directed against minority groups. While most of the extant literature studies discrimination against employees, this paper studies discrimination against minority customers, addressing whether customers speaking English with an accent are discriminated against when contacting companies with a complaint. We draw upon the two literature streams of business ethics and service recovery to address discrimination in the service recovery process, as the recovery process after a service (...) failure constitutes a critical incident for customers, in which discrimination would be a particularly important moral problem. The findings confirm that customers speaking with an accent are discriminated against, as employees may evaluate customers as both less credible and less competent depending on their accent. We further show that this discrimination extends to negative outcomes: service employees offer customers speaking with an accent lower compensation, and are less likely to go the extra mile for them. Having identified the existence of a discriminatory practice in the service recovery process, we further uncover both an underlying reason and a potential solution. Our results show that employees’ level of cultural intelligence helps alleviate discrimination. We conclude that companies could benefit from including cultural intelligence in the recruitment and training of their employees. (shrink)

Drawing on social exchange theory, we examine the conditions under which employees’ good intentions motivate them to engage in unethical pro-organizational behavior (UPB) and the psychological mechanism behind this behavioral decision. Findings from a time-lagged field study and a scenario study indicate (1) an interactive effect between perceived organizational support and employee performance on UPB; (2) that low performers who perceive high levels of organizational support are more likely to engage in UPB; and (3) that feelings of indebtedness to the (...) organization mediate the interactive effect on UPB. Therefore, the paper highlights the importance of conditional factors in motivating UPB by combining employee ‘good intentions’ and ‘disadvantageous situations’ to understand the UPB decision process. The paper concludes with theoretical and practical implications. (shrink)

The purpose of this research is to examine the notion of salesperson moral identity as a prosocial individual trait and its associated effects on customer and coworker relationships. In addition, this study examines the underlying processes in which these effects occur as well as the moderating role of internal competitive climate. Our empirical investigation of business-to-business (B2B) sales professionals reveals that moral identity has both direct and indirect effects on a salesperson’s customer- and team-directed outcomes. Specifically, our results demonstrate that (...) salesperson moral identity positively affects both salesperson-customer identification and organizational identification, which, in turn, impact customer service provision and teamwork. Our findings also indicate that internal competitive climate exacerbates the positive effects of salesperson moral identity on customer service provision and teamwork. (shrink)

In this study, we draw on moral cleansing theory to investigate the consequence of unethical pro-organizational behavior from the perspective of the actors. Specifically, we hypothesize that after conducting UPB, people may feel guilty and tend to cleanse their wrongdoings by providing suggestions or identifying problems at work. We further hypothesize that the above relationship is moderated by the actor’s moral identity symbolization. We conducted three studies, including experiment and surveys, to test our hypotheses. Results of these studies show consistent (...) support to our hypotheses. In particular, individuals reported more felt guilt after conducting UPB, and they tended to compensate with more prohibitive and promotive voice subsequently. In addition, the indirect relationship from UPB acting to both voice behaviors via felt guilt was stronger for people with a high level of moral identity symbolization. Theoretical and practical implications are discussed. (shrink)

In this paper, we aim to examine the indirect effects of moral leadership on unethical pro-organizational behavior (UPB). Drawing on Social Identity Theory, identification with supervisors (social identity) and taking responsibility (personal identity) were hypothesized as mediators linking moral leadership and UPB. In addition, we aim to investigate the moderating role of moral courage in the relationship between moral leadership and UPB. We conducted two studies with two distinct samples: one on a sample of 161 MBA students, and the other (...) on a sample of 205 enterprise employees in China. Data were collected through a self-reported questionnaire based on a two-wave research design and analyzed through Structural Equation Modeling. Results showed that moral leadership increased UPB through promoting identification with supervisors while reducing UPB via increasing taking responsibility. Additionally, the results also showed that moral courage moderated the mediating effects of identification with supervisors and taking responsibility upon the relationship between moral leadership and UPB. We contribute to the literature by demonstrating that moral leadership exerts its paradoxical effects on UPB indirectly through its impact on identification with supervisors and taking responsibility and therefore offers a better understanding of how and when moral leadership influences UPB. A number of managerial implications are also discussed. (shrink)

Unethical pro-organizational behaviors are unethical, but prosocially-motivated, acts intended to benefit one’s organization. This study examines the extent to which employees are willing to perform UPB to benefit a liked leader. Based on social exchange theory, we hypothesized that LMX would mediate the association of interpersonal justice with UPB willingness. Moral identity and positive reciprocity beliefs were examined as moderators. Higher LMX was significantly and positively related to UPB willingness, and the indirect effect of interpersonal justice on UPB via LMX (...) was significant and positive. These findings suggest that LMX and interpersonal justice could have a previously-unexplored dark side. Moral identity had a negative direct relationship with UPB, but it did not moderate the relationship of LMX with UPB. Thus, LMX facilitates UPB willingness even when employees are high in moral identity. LMX is associated with many positive outcomes, but our results show that high LMX may also increase willingness to perform unethical behaviors to benefit one’s leader. These results contribute to the literature by identifying a potential negative outcome associated with high LMX. (shrink)

Unethical pro-organizational behavior is one of the core factors that affect organizational development. Although enterprises and researchers have done a lot of work, a quantitative and systematic assessment of unethical pro-organizational behavior research is still lacking, this review conducts a bibliometric analysis to describe the characteristics and trends of unethical pro-organizational behavior research in business and management, such as publication trend analysis, co-citation analysis, keywords co-occurrence analysis, and citation burst analysis. The results show that 89 articles and 4,523 references from (...) 49 journals contributed by 254 authors are identified. The number of publications has increased significantly since 2019. The China and United States are the most productive country. Umphress E and Yam C are the most influential authors. “Journal of Business Ethics and Frontiers in Psychology” are the most influential journal, 26 words in 516 keywords constitute the strongest set of terms available, Keyword co-occurrence analysis found ethical decision-making, the measurement, and impact of unethical pro-organizational behavior, the antecedents of ethical leadership are worthy and prospective potential trends. These findings provide a systematically, transparently, and visually reviewed the landscape and development process of unethical pro-organizational behavior research, which may help researchers and practitioners to understand unethical pro-organizational behavior in business management and provide a new perspective for future research. (shrink)

As a common organizational phenomenon, employee silence behavior has various negative implications for organizations, making it critical to understand what factors can reduce employee silence. Drawing upon self-verification theory, this study explores the inhibiting effect of moral identity on silence via felt obligation towards organization. Meanwhile, we also examine the moderating effect of corporate social responsibility perception. We collected three waves of data with a two-month interval from 402 Chinese employees. Results indicated that moral identity positively predicted felt obligation towards (...) organization, which in turn negatively predicted silence behavior. The negative indirect effect of moral identity on silence behavior via felt obligation towards organization was moderated by corporate social responsibility perception. Specifically, this indirect effect was stronger when employees perceived a higher level of corporate social responsibility. By integrating self-verification theory with silence behavior research, our findings provide important insights into the prevention of employee silence behavior in organizations. (shrink)

Perceived supervisor support is widely studied in terms of its positive outcomes. This paper, in contrast, investigates employees’ unethical pro-supervisor behavior as a negative consequence of perceived supervisor support. Drawing upon the multifoci approach of social exchange theory and the reciprocity principle, we hypothesized that perceived supervisor support can engender unethical pro-supervisor behavior via employees’ feelings of reciprocity towards the supervisor. Building on the instrumental reasons that underlie social exchanges, we further hypothesized that this mediation relationship is stronger for employees (...) high in Machiavellianism. We collected data for three experimental studies from full-time MBA students of a European business school and from U.S. working professionals, and the results provided consistent support for our proposed model. Taken together, the current study highlights the “dark side” of perceived supervisor support, in that it can lead to unethical behavior and that this effect can be accentuated by employees’ Machiavellianism. (shrink)

In business ethics research, little is known about why and how employees engage in unethical behavior, especially unethical pro-organizational behavior (UPB) and unethical pro-family behavior (UPFB). Based on cognitive-affective personality system theory and conservation of resources theory, this study aims to explore the mechanisms underlying the effects of workplace bullying, as a negative event, on UPB (Study 1) and UPFB (Study 2). In Study 1, workplace bullying negatively correlated with UPB where emotional exhaustion and organization-oriented moral disengagement played chain-mediating roles (...) in this relationship. In Study 2, workplace bullying positively correlated with UPFB where emotional exhaustion and family-oriented moral disengagement played chain-mediating roles in the relationship. In both studies, perceived forgiveness climate, as a conditional factor, was found to weaken the positive impact of workplace bullying on both emotional exhaustion and the chain-mediating effect of emotional exhaustion and moral disengagement in the relationship between workplace bullying and UPB/upfb. Overall, this study explains why, how, and when employees exhibit UPB and UPFB. The implications for theory and practices that could enable organizations to reduce employees’ unethical behavior are discussed. (shrink)