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  1. Reconceptualizing Moral Disengagement as a Process: Transcending Overly Liberal and Overly Conservative Practice in the Field.Ulf Schaefer & Onno Bouwmeester - 2020 - Journal of Business Ethics 172 (3):525-543.
    Moral disengagement was initially conceptualized as a process through which people reconstrue unethical behaviors, with the effect of deactivating self-sanctions and thereby clearing the way for ethical transgressions. Our article challenges how researchers now conceptualize moral disengagement. The current literature is overly liberal, in that it mixes two related but distinct constructs—process moral disengagement and the propensity to morally disengage—creating ambiguity in the findings. It is overly conservative, as it adopts a challengeable classification scheme of “four points in moral self-regulation” (...)
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  • A cognitive-affective system theory of personality: Reconceptualizing situations, dispositions, dynamics, and invariance in personality structure.Walter Mischel & Yuichi Shoda - 1995 - Psychological Review 102 (2):246-268.
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  • An Integrative Approach to Understanding Counterproductive Work Behavior: The Roles of Stressors, Negative Emotions, and Moral Disengagement.Roberta Fida, Marinella Paciello, Carlo Tramontano, Reid Griffith Fontaine, Claudio Barbaranelli & Maria Luisa Farnese - 2015 - Journal of Business Ethics 130 (1):131-144.
    Several scholars have highlighted the importance of examining moral disengagement in understanding aggression and deviant conduct across different contexts. The present study investigates the role of MD as a specific social-cognitive construct that, in the organizational context, may intervene in the process leading from stressors to counterproductive work behavior. Assuming the theoretical framework of the stressor-emotion model of CWB, we hypothesized that MD mediates, at least partially, the relation between negative emotions in reaction to perceived stressors and CWB by promoting (...)
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  • Negative Affect and Counterproductive Workplace Behavior: The Moderating Role of Moral Disengagement and Gender.Al-Karim Samnani, Sabrina Deutsch Salamon & Parbudyal Singh - 2014 - Journal of Business Ethics 119 (2):1-10.
    There has been growing scholarly interest in understanding individual-level antecedents of counterproductive workplace behavior (CWB). While researchers have found a positive relationship between individuals’ negative affect and engagement in CWB, to date, our understanding of the factors which may affect this relationship is limited. In this study, we investigate the moderating roles of moral disengagement and gender in this relationship. Consistent with our hypotheses, we found that individuals with a greater tendency to experience negative emotions were more likely to engage (...)
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  • Supervisor Narcissism and Time Theft: Investigating the Mediating Roles of Emotional Exhaustion and the Moderating Roles of Attachment Style.Zhihui Ding, Wenxing Liu, Guanglei Zhang & Huaqiang Wang - 2018 - Frontiers in Psychology 9.
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  • Identity, Moral, and Equity Perspectives on the Relationship Between Experienced Injustice and Time Theft.Yan Liu & Christopher M. Berry - 2013 - Journal of Business Ethics 118 (1):73-83.
    Time theft is a costly burden on organizations. However, there is limited knowledge about why time theft occurs. To advance this line of research, this conceptual paper looks at the association between organizational injustice and time theft from identity, moral, and equity perspectives. This paper proposes that organizational injustice triggers time theft through decreased organizational identification. It also proposes that moral disengagement and equity sensitivity moderate this process such that organizational identification is less likely to mediate among employees with high (...)
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  • Will Creative Employees Always Make Trouble? Investigating the Roles of Moral Identity and Moral Disengagement.Xiaoming Zheng, Xin Qin, Xin Liu & Hui Liao - 2019 - Journal of Business Ethics 157 (3):653-672.
    Recent research has uncovered the dark side of creativity by finding that creative individuals are more likely to engage in unethical behavior. However, we argue that not all creative individuals make trouble. Using moral self-regulation theory as our overarching theoretical framework, we examine individuals’ moral identity as a boundary condition and moral disengagement as a mediating mechanism to explain when and how individual creativity is associated with workplace deviant behavior. We conducted two field studies using multi-source data to test our (...)
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  • Doing It Purposely? Mediation of Moral Disengagement in the Relationship Between Illegitimate Tasks and Counterproductive Work Behavior.Lijing Zhao, Long W. Lam, Julie N. Y. Zhu & Shuming Zhao - 2022 - Journal of Business Ethics 179 (3):733-747.
    Employees perceive illegitimate tasks as inappropriate assignments because such tasks are beyond what they expect to do in any given job position. Extant literature indicates that, in addition to creating psychological strain and reducing well-being, illegitimate task assignments can result in counterproductive work behavior. This study extends the literature by examining whether illegitimate tasks may lead to two specific forms of CWB targeting organizations: destructive voice and time theft. To understand how and when this happens, we investigate the mediating role (...)
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  • My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors.Julena M. Bonner, Rebecca L. Greenbaum & David M. Mayer - 2016 - Journal of Business Ethics 137 (4):731-742.
    The popular press is often fraught with high-profile illustrations of leader unethical conduct within corporations. Leader unethical conduct is undesirable for many reasons, but in terms of managing subordinates, it is particularly problematic because leaders directly influence the ethics of their followers. Yet, we know relatively little about why leaders fail to apply ethical leadership practices. We argue that some leaders cognitively remove the personal sanctions associated with misconduct, which provides them with the “freedom” to ignore ethical shortcomings. Drawing on (...)
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  • How and When Compulsory Citizenship Behavior Leads to Employee Silence: A Moderated Mediation Model Based on Moral Disengagement and Supervisor–Subordinate Guanxi Views.Peixu He, Zhenglong Peng, Hongdan Zhao & Christophe Estay - 2019 - Journal of Business Ethics 155 (1):259-274.
    Prior research on citizenship behavior has mainly focused on its voluntary side—organizational citizenship behavior. Unfortunately, although compulsory behavior is a global organizational phenomenon, the involuntary side of CB—compulsory citizenship behavior, defined as employees’ involuntary engagement in extra-role work activities that are beneficial to the organization : 77–93, 2006)—has long been neglected and very little is known about its potential negative consequences. Particularly, research on CCB–counterproductive work behavior association is still in its nascent stage. Therefore, drawing on moral disengagement theory and (...)
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  • Stealing Time at Work: Attitudes, Social Pressure, and Perceived Control as Predictors of Time Theft.Christine A. Henle, Charlie L. Reeve & Virginia E. Pitts - 2010 - Journal of Business Ethics 94 (1):53-67.
    Organizations have long struggled to find ways to reduce the occurrence of unethical behaviors by employees. Unfortunately, time theft, a common and costly form of ethical misconduct at work, has been understudied by ethics researchers. In order to remedy this gap in the literature, we used the theory of planned behavior (TPB) to investigate the antecedents of time theft, which includes behaviors such as arriving later to or leaving earlier from work than scheduled, taking additional or longer breaks than is (...)
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  • Rational Counterattack: The Impact of Workplace Bullying on Unethical Pro-organizational and Pro-family Behaviors.Qunchao Wan, Xianchun Zhang, Na Fu, Jinlian Luo & Zhu Yao - 2021 - Journal of Business Ethics 181 (3):661-682.
    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 (...)
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