This study examines if, how, and when workplace spirituality promotes employee ethical voice. Specifically, it tests a mediated moderation model with psychological ownership as a mediator of the relationship between workplace spirituality and ethical voice, and moral identity internalization as a moderator of this indirect relationship. The hypothesized model was tested on two different samples from the IT (Study 1) and Hotel industry (Study 2). Study 1 adopted a cross-sectional time-lagged design to test the proposed hypotheses while Study 2 used (...) a more robust longitudinal cross-lagged design to validate the results of Study 1. The conceptual model was tested using structural equation modeling (SEM) and the results established a direct as well as an indirect effect of workplace spirituality on ethical voice via psychological ownership. However, moral identity internalization failed to moderate the effect of workplace spirituality on ethical voice through psychological ownership in both studies. The results established that workplace spirituality stimulates ethical voice through psychological ownership irrespective of the moral identity of employees. The study identifies workplace spirituality as a novel and significant predictor of ethical voice in organizations and advances the understanding of the psychological processes and contingencies of this relationship. Implications for theory and practice are discussed. (shrink)

This research develops and tests a multiple-mediator model of the relationship between organizational fairness and employees’ perceived meaningfulness. Integrating (Rosso et al., Research in Organizational Behavior 30:91–127, 2010) theoretical framework on meaningfulness with theories on fairness, we examined four parallel mechanisms linking organizational fairness to perceived meaningfulness: organization-based self-esteem (OBSE), authenticity at work, moral identification, and organizational identification. We tested our model with three time-lagged studies. All of the studies found significant mediating effects of OBSE and authenticity at work, whereas (...) the results of moral identification and organizational identification were mixed. Studies 2 and 3 also found that the combined mediating effect of the self-oriented mechanisms (OBSE and authenticity at work) was significantly stronger than that of the other-oriented mechanisms (moral identification and organizational identification). These findings suggest organizational fairness as a key antecedent of perceived meaningfulness and the prominent role of the self in the relationship between fairness and meaningfulness. (shrink)

Behind the frequent occurrence of business scandals, it is often the silence and connivance of organizational immorality. Moral voice, a kind of employee active moral behavior, inhibits and prevents the organizational unethical phenomenon. Some researchers have sought to explore how to arouse employee moral voice. However, the limited studies mainly investigated the antecedents of leadership styles, ignoring the impact of the organizational factor on moral voice. Based on the self-determination theory, the current study constructs a theoretical model about how socially (...) responsible human resource management (SRHRM) affects employee moral voice via autonomous motivation and controlled motivation and further considering the moderating role of person–organization value fit. From a two-stage research method and the analysis of 260 valid data, we found that SRHRM promoted employee moral voice and this positive linkage was mediated by autonomous motivation but not by controlled motivation. Besides, the findings also revealed that person–organization fit moderated the indirect influences of SRHRM on moral voice via autonomous motivation, such that the indirect influence was stronger for a high level of person–organization value fit than the low level of person–organization value fit. Some theoretical and practical implications also be discussed. (shrink)

The belongingness literature has largely examined the antecedents of non-teleworkers’ sense of belongingness, but little attention has been paid to what job-related factors could affect teleworkers’ sense of belongingness. Grounded in organizational support theory, our research focuses on why feedback quality from the direct leader brings sense of belongingness and considers how conscientiousness of teleworkers shapes this effect. Based on data from 329 participants obtained at three different time points from one technology service organization in China, our results indicated that (...) teleworkers’ perceived organizational support serves as an essential mediator of the positive relationship between feedback quality from the direct leader and sense of belongingness. Additionally, the teleworkers’ conscientiousness strengthened the positive direct effect of feedback quality on perceived organizational support and the indirect effect on sense of belongingness. The moderating role of conscientiousness in strengthening the link between feedback quality and perceived organizational support was significant for high levels of conscientiousness and not significant for low levels. Finally, we discussed theoretical and practical implications. (shrink)

We review and synthesize over two decades of research on ethical culture in organizations, examining eighty-nine relevant scholarly works. Our article discusses the conceptualization of ethical culture in a cross-disciplinary space and its critical role in ethical decision-making. With a view to advancing future research, we analyze the antecedents, outcomes, and mediator and moderator roles of ethical culture. To do so, we identify measures and theories used in past studies and make recommendations. We propose, inter alia, the use of validated (...) measures, application of a wider range of theories, adoption of longitudinal studies, and study of group-level data in organizations. We explore research possibilities in new and emergent forms of organizations, ways of organizing work, and technology in ethical decision-making, such as the role of artificial intelligence. We also recommend the study of a broad range of leadership styles and their influence in shaping ethical cultures in organizations. (shrink)

A burgeoning body of research has shown that authoritarian leadership embodies the characteristics of “light” and “dark,” meaning that it does not always have a negative impact on employees’ creative activities. However, studies explaining this potential positive effect are insufficient. To extend the AL and creativity literature, we draw on self-determination theory and event system theory, and elicit discipline-focused AL and appointment event criticality to examine whether, when, and how authoritarian leaders affect employee creativity positively. With time-lagged data collected from (...) 435 employees and their direct leaders in China, we found that discipline-focused AL has an indirect positive effect on employee creativity through creative self-efficacy. Additionally, appointment event criticality strengthens the positive relationship between discipline-focused AL and creative self-efficiency, and the indirect impact of discipline-focused AL on employee creativity through creative self-efficiency. The theoretical and practical implications are discussed. (shrink)