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The paper examines how oil multinational companies (MNCs) in Nigeria framed accounts to dissociate themselves from causing oil spills.

The authors utilised data from relevant corporate reports, external accounts and interviews, and used sensegiving with defensive behaviours theoretical framing to explore corporate narratives aimed at altering stakeholders' perceptions.

The corporations gave sense to their audience by invoking scapegoating blame avoidance narrative in attributing the cause of most oil spills in Nigeria to outsiders (sabotage), despite potentially misclassifying the sabotage-corrosion dichotomy. Corporate stance was reinforced through justifying narrative, which suggested that multi-stakeholders jointly determined the causes of oil spills, thus portraying corporate accounts as transparent, credible and objective.

The socio-political dynamics in an empirical setting affect corporate accounts and how those accounts appear persuasive, implying that such contextual factors merit consideration when evaluating corporate accounts. For example, despite contradictions in corporate accounts, corporate attribution of oil spills to external factors appeared persuasive due to the inherently complicated socio-political dynamics.

With compensation to oil spills' victims only legally permitted for non-sabotage-induced spills alongside the burden of proof on the victims, the MNCs are incentivised to attribute most oil spills to sabotage. On policy implication, accountability would be best served when the MNCs are tasked both with the burden of proof and a responsibility to demonstrate their transparency in preventing oil spills, including those caused by sabotage.

Crisis situations generate multiple and competing perspectives, but sensegiving and defensive behaviours lenses enrich our understanding of how crisis-ridden companies frame narratives to alter stakeholders' perceptions. Accounts-giving therefore partly satisfies accountability demands, and acts as sensegiving signals aimed at reframing/redefining existing perceptions.

The purpose of this paper is to examine to what extent and in what forms loan applications from small and medium‐sized enterprises (SMEs) in a risk averse banking environment can be assessed defensively by lending officers (LOs). The paper also identifies triggering mechanisms behind defensive SME loan assessment behaviour and its' possible effects on the bank and the LOs.

The paper relies on a case study of a major Swedish commercial bank undergoing strategy and control system change during the recent financial crisis. The empirical evidence was collected through interviews with 76 LOs in three branch offices and a focus group interview session.

In a risk averse banking environment, LOs can be prone to assessing SME loan applications defensively to a noteworthy extent. Such defensiveness comes in different forms: denial of loan applications, granting of loans with collateral or high interest rates, or granting of loans only to clients with most of their financial affairs in the bank. External and internal mechanisms jointly trigger defensive loan assessment behaviour. The possible effects include fewer Type II errors and more Type I errors for the bank, while LOs avoid change and blame.

Overall, this study contributes to the literature by revealing triggering mechanisms, forms and effects related to the multifaceted construct of defensive loan assessment behaviour among LOs in a commercial bank, who handle applications from SMEs.

The purpose of this paper is to investigate how the complexity of the network governance setting affects accountability practices. The authors pay particular attention to the organizational characteristics that may enable a common understanding of multiple accountability relationships, or lead to problems in reconciling competing forms of accountability, thereby appearing as blame game-type behavior.

The authors conducted a case study with 31 semi-structured interviews in a Finnish health care organization (FHC) that offers basic public health care services. The organization represents a co-operative arrangement with the main city and three smaller municipalities. The FHC has faced difficulties in balancing budget constraints with the provision of statutory care to citizens. This case is analyzed with the help of theories relating to accountability, the blame game, and dialogue.

The authors found that in the FHC operating under austerity constraints, attempts to reconcile financial, professional, and democratic accountability were made but, instead of dialogue and consensus, the different stakeholder groups resorted to defensive tactics in order to protect their resources, position, or sense of professional obligation. The authors suggest that in a context of network governance, accompanied by an increasing emphasis on financial accountability, organizational practices are susceptible to conflicting accountabilities and behavior characterized in this paper as a blame game.

The study contributes to the empirical studies on accountability in the new public governance context by analyzing the complex accountability relations between stakeholder groups with different agendas. The authors suggest organizational characteristics that may exacerbate conflicts between different stakeholder groups and prevent constructive dialogue. Furthermore, the study analyzes the composition of democratic accountability within the studied organization.

Supporting and nurturing effective communication between healthcare professionals is vital to protect patients from harm. However, not all forms of employee voice are effective. Fear can lead to defensive voice, while the role of other emotions to drive voice behaviour is less well understood. This paper aims to understand what role the broader range of emotions, including compassion and shame, experienced by healthcare professionals following patient safety incidents (PSI) play in the subsequent enactment of prosocial voice, a positive and other-oriented form of communication.

This study is based on data from a single English NHS hospital: interviews with healthcare professionals involved in PSIs (N = 40), observations at quality and risk committees and meetings (N = 26 h) and review of investigative documents (N = 33). Three recent PSIs were selected for cross-case analysis based upon organisational theory related to professional hierarchy, employee voice and literature on emotions.

Among three cases, the authors found variance in context, emotional experience and voice behaviour. Where professionals feared blame and repercussion, voice was defensive. Meanwhile where they experienced shame and compassion, prosocial voice was enacted to protect patients.

Healthcare organisations seeking to foster prosocial voice should: (1) be more considerate of professionals' emotional experiences post-PSI and ensure adequate support for recovery (2) establish norms for professionals to share their struggles with others (3) reward professionals who demonstrate caring behaviour (4) buffer professionals from workplace pressures.

The authors’ study highlights how emotional experiences, such as shame and compassion, can mediate blame and defensiveness and lead to the enactment of prosocial voice in the professional hierarchy.

Drawing on the literature on public service motivation, the authors investigate the relationship between public service motivation and defensive decision-making. Further, the authors explore risk propensity and risk perception as potential antecedents of defensive decision-making.

Based on survey data from 144 German public financial managers of municipalities and federal agencies, the authors find no significant direct relationship between public service motivation and defensive decision-making.

However, the authors can show that risk propensity fully mediates the relationship between public service motivation and defensive decision-making. The findings also indicate that beyond the public service motivation and individual risk propensity of public financial managers, their risk perception does influence their decision making.

The study makes three contributions to the literature. First, the authors contribute to the relatively small amount of research on the risk-taking behaviour of public managers by explaining the indirect impact of PSM on their risk-taking behaviour. Second, this paper furthers the understanding of the influence of risk perception and risk propensity on decision-making and enhances the models of Sitkin and Pablo (1992) and Sitkin and Weingart (1995). Third, the paper also contributes to the call for more international research on German public administrations.

The purpose of this paper is to examine how and with what reasons, divorced women respond to harassment they face at work, within a patriarchal culture of stigma and prejudice about divorced women. This inquiry will be performed by integrating stigma-management and identity-management research with research on responding to and coping with harassment.

Using qualitative research methodology, semi-structured, in-depth interviews were carried out with 12 divorced working women.

Findings of the study illuminate the manner in which stigma management interacts with harassment coping/respond mechanisms in dynamic ways, leading to complex response strategies for divorced women, which can be broadly identified as stigma-focused response strategies and harassment-focused response strategies. A strategy typology – consisting of seven major quadrants and nine major strategies therein – is thus provided, explaining how divorced women struggle to maintain their identity and manage stigma while coping with harassment.

The paper point towards the need for organisations to be mindful of the struggles of stigmatised individuals in coping and responding to harassment, and their distinct situations and experiences in developing and implementing interventions such as training, awareness creation and policies on harassment.

While research on reaction to harassment is abundant, how divorced women – as a stigmatised and marginalised group of individuals in society – cope with harassment at work is almost non-existent. The present study fills this gap by exploring harassment responses at the nexus of stigma and identity management.

Integrating appraisal theories of discrete emotions with the emotion regulation literature, this study aims to explore the relationships between exploitative leadership and certain types of counterproductive workplace behavior (CWB). Besides, this study seeks to examine the mediating roles of discrete emotions (i.e. anger and fear) and the moderating role of cognitive reappraisal within the proposed relationships.

Based on time-lagged survey data from 440 Chinese employees, this study conducted hierarchical regression analysis and bootstrapping approach to test the hypotheses.

The results revealed that exploitative leadership was positively related to approach-oriented CWB and avoidance-oriented CWB. In addition, this study found that anger mediated the relationship between exploitative leadership and approach-oriented CWB, whereas fear mediated the relationship between exploitative leadership and avoidance-oriented CWB. Further, cognitive reappraisal buffered the positive effects of exploitative leadership on anger and fear and the indirect effects of exploitative leadership on approach-oriented CWB (via anger) and avoidance-oriented CWB (via fear).

Managers should reduce leaders' exploitation and enhance employees' skills on emotional management and cognitive reappraisal.

First, by verifying the effects of exploitative leadership on both approach-oriented and avoidance-oriented CWB, this study adds to the literature on exploitive leadership and provides a more complete understating of the relationship between exploitative leadership and workplace deviance. Second, this study enriches the understanding of the process through which exploitative leadership affects employees by demonstrating the novel mediating roles of discrete emotions (i.e. anger and fear) through the lens of appraisal theories of discrete emotions. Third, by verifying the moderating role of cognitive reappraisal, this study provides insights into the boundary conditions of the influences of exploitive leadership.

This paper aims to describe how organizational culture is manifested in behavioral norms and expectations, focusing on 12 sets of behavioral norms associated with constructive, passive/defensive, and aggressive/defensive cultural styles.

The organizational culture inventory, a normed and validated instrument designed to measure organizational culture in terms of behavioral norms and expectations, was used to test hypotheses regarding the impact of culture. Data are summarized from 60,900 respondents affiliated with various organizations that have used the instrument to assess their cultures. Also presented is a brief overview of a practitioner‐led assessment of four state government departments.

The results of correlational analyses illustrate the positive impact of constructive cultural styles, and the negative impact of dysfunctional defensive styles, on both the individual‐ and organizational‐level performance drivers. The results clearly link the dysfunctional cultural styles to deficits in operating efficiency and effectiveness.

The concept of organizational culture is derived from research in the field of organizational behavior characterized by use of qualitative methods. Yet, one of the most powerful strategies for organizational development is knowledge‐based change, an approach that generally relies on the use of quantitative measures. Although both methods share the potential for producing cumulative bodies of information for assessment and theory testing, quantitative approaches may be more practical for purposes of knowledge‐based approaches for organizational development generally, and assessing cultural prerequisites for organizational learning and knowledge management specifically.

The purpose of this research is the exploration of online complainants' revenge based on their consumer-brand relationship strength and received webcare. The authors introduce inter-failures (i.e. the perceived number of earlier independent service failures that a customer has experienced with the same brand involved in the current service failure) as the central frame condition.

To test our hypotheses, both a scenario-based online experiment (n = 316) and an online survey (n = 492) were conducted.

With an increasing number of inter-failures, online complainants with a high-relationship strength move from the “love is blind” effect (no inter-failures) to the “love becomes hate” effect (multiple inter-failures), when they ultimately become more revengeful than their low-relationship strength counterparts. In addition, the authors show that in the case of no or few inter-failures, accommodative webcare has a lasting positive effect over no/defensive webcare for both low- and high-relationship complainants. More importantly, however, when consumers have experienced multiple inter-failures, accommodative webcare becomes ineffective (for low-relationship complainants) or boomerangs by cultivating revenge towards the brand (among high-relationship complainants), but not strategic avoidance.

The findings have pronounced implications for the literature on customer–brand relationships following service failures and the literature, which predominantly emphasizes the unconditionally positive effects of accommodative webcare.

This study is the first that simultaneously considers the prior customer–brand relationship, inter-failures and webcare to explain online complainants' revenge.

This study aims to use the anger activism model as an audience segmentation tool in the context of the anti-vaccination movement.

A cross-sectional survey was conducted with a national purposive sample (N = 438).

The group with high anger, strong efficacy (i.e. “activists”) was found to be more likely to engage in information seeking and was more accurate and defense-motivated when examining information about anti-vaxxers compared to other groups. Importantly, activists were more likely to engage in both low and high commitment behaviors to change vaccine policy.

As anti-vaxxers have proven to be difficult to change attitudinally, future campaigns are more likely to succeed if they leverage pro-vaccine audiences to fight for change. However, the understanding of the various segments within the pro-vaccination audience is limited. The data are discussed regarding leveraging high anger, strong efficacy audiences as change agents in future persuasive campaigns.