The value of a company’s ethical reputation has become a focal point for management researchers. We seek to join this conversation and extend the research centered on a firm’s ethical reputation. We accomplish this by shifting our focus away from its impact on external stakeholders to its impact on internal stakeholders. To this end, we rely on signaling theory to explain why a firm’s ethical reputation matters to its employees in an effort to bridge the macro–micro research gap. Across two (...) studies, we propose and demonstrate that a firm’s ethical reputation impacts employee subjective career success in form of career opportunities and work–life balance. Given our signaling theory framework, we also identify and explain when two industry-level characteristics operate as boundary conditions that distort a firm’s ethical reputation signaling properties. Specifically, the results demonstrate that a firm’s ethical reputation is positively related to employees’ perceptions of career opportunities and work–life balance. The results of our studies also demonstrate that the relatively high levels of industry competition and industry regulation weaken the positive impact of a firm’s ethical reputation on career opportunities and work–life balance. Theoretical and practical implications are discussed. (shrink)

Scholars have paid so much academic attention to UPB in the past decade. However, there is lacking a quantitative review to uncover the relationship between UPB and its antecedents. To address this, we make a meta-analytic review about UPB. Specifically, we propose a theoretical framework of antecedents of UPB and test it using meta-analysis technology (k = 67, n = 20,957). We found moral disengagement, organizational identification, identification with supervisors, leader UPB, ethical judgments, psychological entitlement, transformational leadership, and job satisfaction (...) are positively related to UPB. Moral identity and taking responsibility are negatively related to UPB. Besides, ethical leadership, abusive supervision, and authoritarian leadership have double-edged sword effects on UPB. For ethical leadership, it increases UPB via LMX, on the other hand, it decreases UPB via moral disengagement. For abusive supervision and authoritarian leadership, they increase UPB via moral disengagement and decrease UPB via LMX meanwhile. We discuss the results of the current meta-analysis and put some future research directions. (shrink)