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The purpose of this paper is to examine the direct and indirect effect of perceived organizational virtuousness (POV) on organizational spontaneity. The assumed indirect effect is investigated through the social identity perspective. As such, organizational identification, pride and respect are examined as mediators of the POV-spontaneity relationship.

To test the hypotheses the authors conducted two studies. First, the authors conducted an experimental study with 136 participants in which the authors investigated the role of organizational identification as mediator of the examined relationship. Second, the authors conducted a field study in which 572 employees working in various organizations participated. In this study, pride and respect were incorporated as first-step mediators explaining serially (indirectly) the relationship between the independent and the dependent variable through organizational identification.

The findings of the experimental study indicate that organizational identification mediates the positive relationship between POV and organizational spontaneity. The results of the field study indicate that pride and respect serially mediate the examined relationship through organizational identification.

The study accumulates further evidence that treating employees with care and respect can bring benefits to organizations. Perceiving organizational virtuousness makes employees identify with their organization and view organizational successes as their own. Thus, they become more willing to benefit the organization.

This study is unique to the literature by being the first to examine the relationship between POV and organizational spontaneity through social identity processes.

To provide insight into how employees react during challenging economic times, this paper aims to examine employee responses to non-fulfilled employer obligations. More specifically, the authors examine two main issues: first, whether perceptions of organizational obstruction (PO Obstruction) mediate the relationship between psychological contract breach and intent to quit, as well as between psychological contract breach and willingness to support the organization, and second, whether breach moderates the relationship between PO Obstruction and intent to quit as well as between PO Obstruction and willingness to support the organization.

To test the hypotheses, the authors conducted a field study in which 316 employees took part.

The results indicate that PO Obstruction mediates the relationship between breach and employee outcomes. Regarding the moderating effects of the breach, the findings suggest that breach strengthens the positive relationship between PO Obstruction and intent to quit while it weakens the negative relationship between PO Obstruction and willingness to support the organization.

This paper contributes to the existing literature by introducing a new perspective of the breach-outcome relationship.

This study aims to integrate the attribution theory into the traditional social exchange view of the breach-outcome relationship. Perceived disinterested support (PDS), perceived organizational support (POS) and job satisfaction are included as serial mediators of the relationship between breach and willingness to support the organization.

Data were collected through a field study in which 579 employees took part.

The results indicated partial mediation of the examined relationship. More specifically, POS and PDS (through POS) were found to mediate the breach-willingness to support the organization relationship. Job satisfaction contributed weakly to the explanation of the examined relationship.

The cross-sectional nature of the study limits the ability to claim causality.

Managers should be aware of how employees interpret breach in terms of organizational motives. Interpreting breach as a lack of disinterest on the part of the organization can spark social exchange processes leading to lower willingness to support the organization.

The study makes a unique contribution to the literature by being the first to examine PDS as a mediator of the breach-outcome relationship.

The purpose of this paper is to investigate the buffering effects of organizational virtuousness. More specifically, the study investigates employee reactions (job satisfaction, intent to quit and willingness to support the organization) to organizational virtuousness’ perceptions both in conditions without crisis and in conditions with crisis.

The paper adopts the experimental methodology to explore its main hypotheses and research question. The results of a field study are also presented in order to add generalizability to the experimental results. A post hoc qualitative analysis based on focus-group interviews sheds light on the above findings and enables their better understanding.

The results indicated that even during a financial crisis those perceiving higher organizational virtuousness expressed higher job satisfaction, lower intent to quit and higher willingness to support the organization compared to those perceiving lower organizational virtuousness. Organizational virtuousness’ perceptions have also been found to moderate (accentuate) the effects of the financial crisis on job satisfaction and intent to quit. Willingness to support the organization seems to be unaffected by the financial crisis.

Managers should be aware of how individuals respond to organizational virtuousness during conditions of financial crisis.

The study makes a unique contribution to the literature by being the first to investigate the effects of organizational virtuousness’ perceptions on employee reactions both pre- and during-financial crisis.