Plagiarism is an epidemic for scholars that needs to be managed. Penalties do not seem to be able to stop people from indulging in it. Manipulation of emotions and values may help in discouraging people from plagiarism. Therefore, the purpose of this paper is to understand the association between felt emotion and plagiarism outcome behaviours. Another objective of the study is to see the role of virtues in discouraging people from plagiarism.
A scenario-based quasi-experimental method is used to collect the data. Graduate students from various Indian universities were invited for the experiment. The partial least square based structural equation modelling is used to test the measurement as well as path model.
The authors found that manipulated shame resulted in feelings of both international and external shame. When individuals feel internal shame, they avoid and discontinue plagiarism. They also try to repair the damage that they cause by plagiarism. However, feeling of external shame only encourages individuals to discontinue plagiarism behaviour. Virtues such as influence, competitiveness and equality weaken the relationship between internal shame and plagiarism-related outcome behaviour. At the same time, these virtues do not affect the relationship between external shame and outcome behaviours.
This study has important implications for the institutions of higher education. The study suggests that universities should provoke the emotion of shame through various communications to students to control the act of plagiarism by their students.
No study seems to have examined if the manipulation of emotions and values can help reduce the problem of plagiarism. This is an attempt towards bridging this important gap in literature. Therefore, findings of this study are of great value to scholars and content developers.
Pandoi, D., Gaur, S.S. and Gupta, A.K. (2019), "Role of virtues in the relationship between shame and tendency to plagiarise: Study in the context of higher education", International Journal of Educational Management, Vol. 33 No. 1, pp. 66-85. https://doi.org/10.1108/IJEM-02-2018-0074Download as .RIS
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