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The purpose of this study is to unpack the relationship between employees’ perceptions of organizational politics and their counterproductive work behaviour, by postulating a mediating role of organizational disidentification and a moderating role of perceived external crisis threats to work.

The empirical assessment of the hypotheses relies on survey data collected among employees who work in a large banking organization.

Perceptions that organizational decision-making is marked by self-serving behaviour increase the probability that employees seek to cause harm to their employer, because they feel embarrassed by their organizational membership. This mediating role of organizational disidentification is especially prominent when they ruminate about the negative impact of external crises on their work.

This study details an important danger for employees who feel upset with dysfunctional politics: They psychologically distance themselves from their employer, which then prompts them to formulate counterproductive responses that likely make it more difficult to take on the problem in a credible manner. This detrimental dynamic is particularly risky if an external crisis negatively interferes with their work functioning.

This study adds to prior research by detailing an unexplored but relevant mechanism (organizational disidentification) and moderator (external crisis threats) by which perceived organizational politics translates into enhanced counterproductive work behaviour.

This study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of organizational politics, organizational cynicism, procedural justice) and its predictive validity through its relations with important organizational attitudes (organizational identification) and behaviors (counterproductive work behavior and organizational citizenship behavior). This study also examines the moderating effects of honesty–humility on the relations between organizational bullshit perception and the outcomes of counterproductive work behavior, organizational citizenship behavior and organizational identification. Finally, this study examines the incremental validity of organizational bullshit perception in predicting counterproductive work behavior, organizational citizenship behavior and organizational identification above and beyond similar constructs in an exploratory fashion.

Survey data were collected from a sample of working adults online via Amazon’s Mechanical Turk platform across two waves (final N = 323 for wave 1 and 174 for wave 2), one month apart.

The results indicate that organizational bullshit perception, as measured by Ferreira et al.’s (2020) scale, represents a distinct construct that has statistically significant relations with counterproductive work behavior, organizational citizenship behavior and organizational identification, even after controlling for procedural justice, organizational cynicism and perceptions of organizational politics. The results, however, showed no support for honesty–humility as a moderator.

These findings suggest that organizations can benefit from assessing and working to alleviate their employees’ perceptions of organizational bullshit. This construct predicts behaviors and attitudes important for organizational functioning.

This study adds to Ferreira et al.’s (2020) original work by demonstrating organizational bullshit perception’s distinctiveness from existing constructs in the literature and its implications for organizations and their employees.

This study examines the antecedents and dynamics of authoritarian leadership and extends the effects of managers' sleep quality to employee behavior.

On the basis of self-regulation theory, 513 unit day samples were analyzed using cross-level path analysis and a Monte Carlo simulation test.

Managers' sleep quality is positively related to authoritarian leadership and positive emotions play a mediating role. Authoritarian leadership is positively related to employees' counterproductive behavior. Managers' sleep quality affects employees' counterproductive behavior through managers' positive emotions and authoritarian leadership.

Individuals should learn to reduce stress and maintain a positive mood. Organizations should reduce employees' overtime work and work stress and find other ways to improve employees' sleep quality.

First, we considered authoritarian leadership to be dynamic and studied it on a daily basis. Second, we studied the antecedents of authoritarian leadership from the perspective of leaders' states (sleep quality and emotions). Third, we discussed the effect of managers' sleep quality on employee behavior.

Counterproductive work behavior (CWB) has grown into a significant problem in the tourism industry, for both individual employees and organizations. Employees who feel ostracized in their workplace often engage in negative and disruptive behaviors. The purpose of this study is to explore the psychological mechanism between workplace ostracism and CWB among tourism employees.

Drawing on psychological contract theory and social cognitive theory, the study proposed a research framework to explain tourism employees’ counterproductive behavior. Data were collected from 228 hotel employees at two time points in Huangshan, China. Hierarchical regression and SPSS-PROCESS Macro were used to test all the hypotheses.

Findings show that workplace ostracism significantly increases employee CWB, mediated by psychological contract violation. Workplace ostracism increases perceptions of psychological contract violation when employee self-esteem is higher. The mediating effect of psychological contract violation is also moderated by self-esteem.

Using the framework of psychological contract theory and social cognitive theory, the authors advance the organizational behavior literature in the tourism field. The authors contextualize the uniqueness of Chinese workplace behavior and highlight the need to understand “losing face (mianzi) view” in workplace relationships. This research contributes to better understanding the dark side of tourism workplace behavior by examining the effects of psychological contract violation and employee’s self-esteem on workplace ostracism and CWB.

旅游业中的反生产行为（CWB）已经成为一个重要问题, 反生产行为对员工和组织都会产生影响。在工作场所感到被排斥的员工往往会从事消极和破坏性的行为。本文的目的是研究旅游业员工工作场所排斥与反生产行为之间的心理机制。

基于心理契约理论和社会认知理论, 本研究提出了一个研究框架来解释旅游业员工的反生产行为发生机制。我们在中国黄山景区对228名酒店员工进行了两个时间点的问卷调查。采用分层回归和SPSS PROCESS Macro来测试所有假设。

结果表明 工作场所排斥显著增加员工反生产行为, 心理契约违背在其中起着中介作用。当员工自尊心较高时, 职场排斥对心理契约违反的感知影响更强。心理契约违背的中介效应也受到自尊心的调节。

我们运用心理契约理论和社会认知理论的框架, 推动了旅游领域的组织行为研究进展。我们讨论了中国情境下职场行为的独特性, 并强调在职场关系中需要考虑“面子观”。我们通过展示心理契约违背和员工自尊心对工作场所排斥和反生产行为（CWB）的影响, 有助于更好地理解旅游工作场所行为的负面影响。

El comportamiento laboral contraproducente (CLC) en la industria turística se ha convertido en un problema significativo tanto para los empleados individuales como para las organizaciones. Los empleados que se sienten marginados en su lugar de trabajo suelen participar en comportamientos negativos y disruptivos. El objetivo de este trabajo es examinar los efectos de la violación del contrato psicológico y la autoestima del empleado en el ostracismo en el lugar de trabajo y en el comportamiento laboral contraproducente CLC y agregar nuevos conocimientos para comprender mejor el lado oscuro del comportamiento laboral turístico.

Realizamos una encuesta de cuestionario a 228 empleados de hotel en dos momentos en Huangshan, China. Se utilizaron la regresión jerárquica y el SPSS PROCESS Macro para probar todas las hipótesis.

Los resultados muestran que 1) el ostracismo en el lugar de trabajo aumenta significativamente la CLC de los empleados. 2) La violación psicológica del contrato juega un papel mediador entre el ostracismo en el lugar de trabajo y CLC. 3) El ostracismo en el lugar de trabajo aumenta las percepciones de violación psicológica del contrato cuando la autoestima de los empleados es mayor. 4) El efecto mediador de la violación psicológica del contrato también es moderado por la autoestima.

Utilizando el marco de la teoría del contrato psicológico y la teoría cognitiva social, avanzamos en la literatura del comportamiento organizacional en el campo del turismo. Contextualizamos la singularidad del comportamiento en el lugar de trabajo chino y destacamos la necesidad de comprender la 'pérdida de la visión de la cara (mianzi)' en las relaciones laborales. Esta investigación contribuye con nuevos conocimientos para comprender mejor el lado oscuro del comportamiento turístico en el lugar de trabajo al examinar los efectos de la violación psicológica del contrato y la autoestima de los empleados en el ostracismo en el lugar de trabajo.

This research sought to examine the potential association between workers’ financial worry and counterproductive work behavior. Based on the basic psychological need theory, we propose that psychological need satisfaction explains this relationship and we position this volitional pathway as an alternative to a cognitive capacity pathway based on the cognitive load theory.

We conducted a two-week interval-lagged survey study with three measurement points among 180 US workers. The mediation models were tested using structural equation modeling.

The results support the conclusion that, while cognitive capacity could have an impact on counterproductive work behavior, its mediating effect is less strong than that of need satisfaction.

Based on the results, we recommend that organizations design their compensation and benefits system to shield employees from financial worries. At the same time, we advise offering the employees who do experience financial worries assistance in managing their budgets and offering other forms of financial coaching.

This study is innovative because we show that the negative effects of financial worry extend much further than initially thought and affect not only employees' cognition but also their motivation.

This study is designed to bridge a gap in the existing leadership communication literature by delving into lesser-explored facets of the field. It particularly concentrates on investigating how the verbal aggressiveness of supervisors influences various aspects of the workplace, including workplace emotional culture, the quality of employee–organization relationships (EORs) and the prevalence of counterproductive work behaviors (CWB).

This study employed a quantitative research design to investigate the impact of supervisors' verbal aggressiveness on employee and organizational outcomes. The data were collected from 392 full-time employees across various organizations and industries in the USA using a self-report questionnaire. The researchers used structural equation modeling (SEM) to analyze the data and test hypotheses.

The findings of this study showed that supervisors' verbal aggressiveness had a significant positive association with negative emotional culture and employee CWB. However, it had no direct impact on employee–organization relationships. The effect of supervisor verbal aggressiveness on employee CWB was found to be mediated by a negative team-level emotional culture.

This study advances the literature on leadership communication by highlighting the detrimental influence of the dark side of leadership communication. More specifically, by identifying negative emotional culture and employee CWB as the direct outcomes of supervisor verbal aggressiveness, the authors add to the existing theoretical knowledge on verbal aggressiveness in the workplace. Additionally, this study provides empirical evidence of the impact of a negative emotional culture on eliciting employees' CWBs and diminishing relationship quality, adding to the body of knowledge on why managing emotional culture is crucial for organizations and workgroups.

The purpose of this paper is to draw on the agent-system model of (in)justice and negative norm of reciprocity of social exchange theory to examine the indirect impact of supervisory interactional injustice (i.e. interpersonal and informational) on employees’ target-specific extra-role work behaviours [counterproductive work behaviour directed at supervisor (CWB-S) and organisational citizenship behaviour directed at supervisor (OCB-S)] via distrust in supervisor.

The authors conducted a two-wave study, and participants (n = 401) were recruited via Amazon Mechanical Turk using a survey methodology. Bias-corrected confidence intervals (CIs) constructed in 20,000 bootstrap samples were used to test the mediation effects.

The findings indicated that interpersonal and informational injustice are positively related to employees’ distrust in supervisor. Furthermore, interpersonal and informational injustice indirectly affected CWB-S and OCB-S via distrust in supervisor.

Several limitations and future research should be discussed. First, the cross-sectional nature of this study prevented us from establishing the causal direction implied by the mediation models in this research. Second, the authors cannot rule out the potential for common method variance. These limitations can be addressed by collecting data from multiple sources (e.g. supervisor and coworkers) at different points in time or by experimental study design. Lastly, the authors did not consider contextual variables (e.g. formal policies, practices, ethical rules and cultural climate) that may influence the proposed relationships’ strengths and directions.

Even though perceptions of distributive and procedural injustice can affect employee deviant behaviours targeted at the organisation and organisational members, the present findings suggest that practitioners should be aware that perceptions of supervisory interactional injustice (i.e. interpersonal and informational) are likely be requited with employees’ extra-role work behaviours targeted at the supervisor. The present findings suggest that, via distrust in supervisor, employees are likely to engage in more CWB-S and fewer OCB-S as a result of supervisory interactional injustice. Considering the costs associated with high CWB-S and low OCB-S, supervisors should be trained in adhering to interactional justice rules. Additionally, supervisors should be mindful and practice caution when interacting with subordinates, to ensure that interactional justice norms are not violated. Lastly, supervisors can seek feedback from subordinates regarding their perceptions of supervisory interactional injustice, as these assessments will allow the supervisors to adapt their behaviours to impede subordinates’ deviant behaviours aimed towards them.

This study contributes to the literature on organisational injustice and workplace behaviour. First, most injustice research assumes that injustice is the opposite of justice; this study examines the effect of interactional injustice. Second, the authors develop a target-specific model focusing on the interactions between two key organisational stakeholders (i.e. supervisors and employees). The authors suggest that supervisor’s disrespect and untruthfulness towards the employee will eventually result in employee revenge (i.e. CWB-S) and lack of cooperation (i.e. OCB-S) towards supervisor. Finally, the authors examine the mechanism (i.e. distrust in supervisor) through which supervisory interactional injustice may ensue in employee extra-role behaviours directed at the supervisor.

The COVID-19 pandemic necessitated teleworking, which inadvertently led to an impaired communication between supervisors and employees, resulting in abusive supervision. Drawing on the conservation of resources (COR) theory and the social identity theory, this study aims to address this negative association by examining the mediating role of state mindfulness and the moderating role of COVID-19 corporate social responsibility (CSR) in the relationship between abusive supervision and counterproductive work behaviors.

This research employs both qualitative and quantitative research designs. Data collection involved an experimental design with 117 participants (Study 1), a cross-sectional survey with 243 participants (Study 2) and semi-structured interviews with 24 full-time employees (Study 3).

The results reveal that state mindfulness acts as a mediator in the positive relationship between abusive supervision and counterproductive work behaviors (CWB). Furthermore, COVID-19 CSR mitigates the relationship between abusive supervision and CWB within the organization, but not with the supervisor. Additionally, COVID-19 CSR moderates the impact of abusive supervision on state mindfulness.

The results emphasize the crucial role of CSR when employees encounter abusive supervision during the COVID-19 pandemic. Organizations and managers should adopt appropriate strategies to enhance employees' perception of CSR. Prioritizing the cultivation of state mindfulness is also recommended, and organizations can provide short-term mindfulness training to improve employees' state mindfulness.

This research contributes to the understanding of abusive supervision and CWB in the context of forced teleworking.

Abusive supervision (AS) provides insights into the darker aspects of leadership behavior and its effects on employees. Understanding and addressing AS can contribute to creating healthier work environments and promoting employee well-being. The effect of abusive leadership (AS) on counterproductive work behaviors (CWB) in nursing staff is examined through the theoretical lens of the social exchange theory.

Data were collected from 302 nursing staff working at public and private hospitals through a self-administered questionnaire. Measurement scales were adapted from the literature and the data were tested for validity and reliability before performing hypotheses testing through structural equation modeling in SmartPLS 4.0.

AS positively affects CWB, and psychological contract breach mediates this relationship. However, employees with high Islamic work ethics (IWE) are less concerned with supervisors' dysfunctional behaviors and pay less attention to them; thus, IWE buffers the effect of AS on CWBs.

A positive and supportive organizational climate is crucial for attracting and retaining skilled healthcare professionals. When healthcare professionals are subjected to abusive behaviors, their ability to share knowledge, adopt safety protocols and provide the best patient care may be hampered. Therefore, addressing AS in hospitals is vital to promoting a positive work environment, enhancing employee well-being and improving patient care.

In recent years, counterproductive knowledge behavior (CKB) and its types have received increasing interest in knowledge management as the degree of knowledge sharing and innovation in enterprises continues to increase. A rapidly growing number of studies have shed light on the important antecedents and consequences of employees’ CKB. However, the various labels, conceptualizations and operationalizations of CKB have fragmented this body of research. This study aims to systematically integrate the effects of the six types of organizational characteristics on CKB and further draws more general conclusions based on the results of previous studies.

Based on a survey of 103 effect values responsible for 52 CKB samples, the authors use the ABC theory to explore the effects of the six types of organizational characteristics on CKB. Moderator analysis were performed to resolve inconsistencies in empirical studies and understand the contexts under which CKB has the strongest or weakest effect.

The results showed that task interdependence and a positive organizational atmosphere, in general, negatively affect employees’ CKB in the moderation analysis. In contrast, workplace discomfort, negative organizational atmosphere, internal competition and time pressure positively and partly affect employees’ CKB. The direction and magnitude of these effects were affected by emotional factors, knowledge personnel types and sample sources. Discussing the theoretical, methodological and practical implications of these findings can offer a guiding framework for future research.

Better control of employees’ CKB is not achieved by adjusting organizational characteristics alone but by combining personal characteristics and mood changes with it to balance organizational characteristics and CKB. Furthermore, the large-sample joint study integrated the conceptual definition of CKB. The multivariate data study provided more reliable conclusions and a solid theoretical foundation for CKB research areas.