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This study aims to investigate the effects of both internal and external corporate social irresponsibility (CSI) on organizational workplace deviant behaviours (OWDB) by using social cognitive theory. The study also explores the role of moral disengagement as a mediator in this relationship.

Data was collected from a sample of 321 individuals employed in the textile industry of Pakistan. The study used partial least square-structural equation modelling (PLS-SEM) to estimate the relationships within the model.

The findings indicate that both internal and external CSI have a positive impact on moral disengagement. Secondly, moral disengagement drives OWDB positively. Thirdly, moral disengagement is a significant mediator that mediates between both internal and external CSI and OWDB positively.

This research offers novel perspectives to organizational leaders, highlighting the significance of addressing CSI in conjunction with sustainability endeavours. It is imperative for business managers to prioritize the morality of their employees.

This study’s novelty lies in its confirmation of the mediating role of moral disengagement in the relationship between internal and external CSI and OWDB.

This study aims to assess the direct impact of workplace hazing and the indirect impact via moral disengagement on organizational deviance behavior and negative word-of-mouth (WOM) communication in the hospitality industry of Pakistan. This research also addresses the significance of psychological (resilience) and social factors (friendship prevalence) as moderators of the relationship between workplace hazing and moral disengagement.

Using a multirespondent strategy, the data was collected from 319 newcomers employed in the Pakistani hospitality industry and analyzed using structural equation modeling.

The results reveal that workplace hazing increases moral disengagement, organizational deviance and negative WOM communication. Moreover, various psychological factors can significantly decrease and mediate the negative influence of workplace hazing on moral disengagement.

The managers should explicitly and formally handle the workplace hazing issues like harassment and bullying to build a positive working environment for newcomers.

This study addresses a gap in determining the significance of workplace hazing and its impact on moral disengagement, organizational deviance and negative WOM communication. Also, this study contributes to the literature by examining either social or psychological factors that play an important role in dampening the negative impact of workplace hazing.

Employee expediency is a ubiquitous, unethical phenomenon in the workplace that is largely underresearched. Based on the tenets of conservation of resources (COR) theory, this study investigates the influence of excessive performance pressure on employees' expedient behaviour via moral disengagement. It further examines the moderating role of employees' moral identity in the relationship between performance pressure and employee expediency.

The data were collected using a multi-wave paper-and-pencil survey amongst 388 sales associates working in pharmaceutical manufacturing companies in Bangladesh. A series of hierarchical regression analyses and bootstrapping techniques of the PROCESS macro were conducted to test the hypotheses.

The findings reveal that performance pressure significantly and positively affects employees' expediency. Additionally, moral disengagement partially mediates the positive relationship between performance pressure and employee expediency. Furthermore, moral identity moderates the direct effect of performance pressure on moral disengagement and the indirect effect of performance pressure on employee expediency through moral disengagement.

Managers are advised to consider the compatibility of economic and moral principles when defining performance targets or evaluating staff performance, as immoral behaviours harm organisations in the long run. Additionally, managers should emphasise candidates with high levels of sensitive moral qualities, such as integrity and moral behaviour, and their abilities should be given preference when hiring new employees, e.g. moral reasoning.

This pioneering study investigates the underlying psychological mechanisms and moral characteristics to unravel the association between performance pressure and employee expediency using the lens of COR theory. The study identified the moral consequences of performance pressure and mitigating strategies to reduce employee expedient behaviour.

This study aims to investigate the influential factors driving customer-oriented constructive deviance (COCD) within the context of the tourism and hospitality industry. Specifically, the authors explore the role of moral emotions as mediators and moral disengagement as a moderator.

In Study 1, the participant pool consisted of 259 frontline service employees hailing from a diverse selection of 54 four- and five-star hotels. Study 2 took an alternative approach, using a scenario-based experiment with 212 participants.

The results reported that organizational injustice toward customers is positively related to other-condemning emotions and leads to COCD. The results also reported that perceived customer citizenship behavior (CCB) positively relates to other-praising emotions, resulting in constructive deviance from customer-oriented. Moreover, these findings support moral emotions and moral disengagement interactions.

This paper shows that an organization’s injustice of external parties, such as customers, may provide important information that employees use to shape their moral emotions (e.g. other condemning emotions) and behavior toward the organization (e.g. COCD). Furthermore, this study confirms that perceived customer citizenship behavior contributes to COCD through other-praising emotions.

The substantial cost of employee cyberloafing to organizations calls for research into exploring the factors that influence such behavior. Drawing upon social cognitive theory, the authors develop a theoretical model that unpacks when and why leader forgiveness induces employee cyberloafing. Specifically, the authors identify moral disengagement as a linking mechanism and employee empathic concern as a key boundary condition in the association between leader forgiveness and employee cyberloafing behaviors.

The authors conducted multilevel analyses to examine the authors' hypotheses by utilizing a sample of 71 supervisors and 306 direct reports.

Results showed that leader forgiveness encouraged employee cyberloafing via moral disengagement among employees with low empathic concern, whereas the indirect effect was not present among those with high empathic concern.

The authors contribute to the literature on cyberloafing and leader forgiveness. First, this study extends the cyberloafing research by considering leader forgiveness as an enabler, challenging the dominant notion that positive leader behaviors (e.g. leader mindfulness) constrain employee cyberloafing while negative leader behaviors (e.g. abusive supervision) elicit it. Second, although past studies have predominantly concentrated on the positive outcomes of forgiveness, the current research contributes to the balanced and comprehensive understanding of leader forgiveness by linking leader forgiveness with employee cyberloafing.

The study was conducted to understand how the moral identity of employees mediates the relationship between servant leadership and the moral disengagement of employees. Additionally, the study explores whether servant leadership's ability to build the moral identity of employees is contingent upon employees' perception of organizational politics.

The data were collected from 500 service sector-employed knowledge workers. Data analysis was done through structural equation modeling.

The study found servant leadership to be related to the moral identity of employees. Additionally, moral identity and moral disengagement were found to be negatively related. Moral identity was found to mediate the relationship between servant leadership and moral disengagement. Finally, the study found that the relationship between servant leadership and employees' moral identity was contingent upon their perception of organizational politics.

The study explored the previously unexplored mediating role of moral identity linking servant leadership to the moral disengagement of employees. The study also explained how the relationship between servant leadership and the moral identity of employees was contingent upon employees' perception of organizational politics.

The purpose of this study is to examine how the constructs of false self, preference for online social interaction (POSI), compulsive internet use (CIU), and online disinhibition affect social withdrawal in a social media context. The mediating effects of moral disengagement and cyber aggression are also tested.

Data were collected using an online survey (n = 533) from consumers in Japan. This study used structural equation modeling and PROCESS to examine the proposed relationships.

The study revealed that false self positively affects moral disengagement while online disinhibition positively affects cyber aggression and moral disengagement. Preference for online social interaction and compulsive internet use both positively impacts social withdrawal. Cyber aggression and moral disengagement were established mediators between false self/ Preference for online social interaction/ compulsive internet use/ online disinhibition and social withdrawal.

Although restricted to cyberaggression, owing to the reciprocal relationship between cyber victimization and cyberaggression, cyber victimization can be included for further study. This study expands the understanding of social withdrawal within the context of social media.

Based on the findings, policies and programs that address mental health that build self-esteem, self-confidence and reduce anxiety ought to be undertaken. Managing and formulating guidelines on anonymity should also be taken into consideration.

This research demonstrates the crucial constructs that affect social media users negatively from the aspects of cyberaggression, moral disengagement and social withdrawal. It also establishes the importance of mental health in reducing adverse effects from social media.

A growing number of organizational scandals, including Apple slowing old devices to increase the sales of new ones, and research on unethical pro-organization behaviors (UPBs) have heightened the need to explore the phenomenon. Extending the current understanding, the study's major purpose is to investigate individual-level factors that may shape their willingness to engage in UPBs. It also inquires whether moral disengagement processes influence this association.

After testing the reliability and validity of the latent constructs and ensuring common method bias did not contaminate the data, the study used the PLS-SEM approach to analyze the primary data collected from 408 full-time Pakistani employees.

Results add to the current understanding by revealing that individual-level dark factor Machiavellianism (MACH) significantly influences employees' willingness to engage in UPBs. Accordingly, affective commitment is another individual-level factor that encourages employees to be a part of UPBs. Lastly, results unveil that employees with a higher moral disengagement are more prone to engage in UPBs.

The study measured employees' willingness or intentions to engage in UPBs, not their actual involvement.

Results clarify to the top management that individuals high on MACH, affective commitment and moral disengagement are more prone to be involved in UPBs.

This study is among the preliminary ones that assess the direct associations between MACH, affective commitment, and UPBs, especially in the Pakistani context. Moreover, exploring the moderating role of moral disengagement between the above associations is also an under-researched phenomenon.

The authors integrate social cognitive theory with social exchange theory to examine how subordinates' perceptions of leader-member exchange (LMX) and moral disengagement mediate the relationship between congruence on implicit leadership theories (ILTs) of ethical leaders and characteristics recognized in one's supervisor (ethical ILT–supervisor alignment) and subsequent engagement-related outcomes (engagement attitudes, job satisfaction and supervisor-directed deviance). The authors then examine romance of leadership (ROL) as a moderator of these relationships.

The authors tested the theorized indirect effects and boundary conditions in a moderated mediation model using 180 working adults over three time points, in a polynomial regression framework using a block variable approach.

The authors found moderated indirect effects between ethical ILT–supervisor alignment and work-related outcomes via LMX and moral disengagement. ROL served as a boundary condition, such that the high levels bolstered the positive effects of ethical ILT–supervisor alignment.

The study results suggest that examining ethical leadership through the lens of implicit theories may be fruitful and highlight the importance of accounting for context when assessing the impact of ILTs.

Since the idea of “Unethical Pro-organisational Behaviour” (UPB) was introduced in 2010, a substantial corpus of empirical research has contributed to its expanding, contemporary knowledge. This includes research studies on how leadership exerts an influence on UPB. This paper aims to consolidate the current understanding of organisational leadership’s impact on employee UPB and offer future research agendas.

A systematic literature review (SLR) using the “Preferred Reporting Items for Systematic Reviews and Meta-Analyses” (PRISMA) guidelines was adopted for the study. Literature that satisfied the search conditions was examined. The factors determining leadership’s influence on UPB were studied, and the findings were thematically synthesised.

Leader behaviour plays a large part in influencing UPB in organisations. Leader-member exchange and organisational belonging create favourable circumstances for UPB in organisations. UPB is moderated by the employee’s personal moral orientation.

UPB is unethical behaviour that benefits the organisation and is likely to be rewarded. However, there is a cost that other stakeholders pay. UPB has been researched since 2010, as well as the role of leaders in perpetuating UPB. However, there has not been an SLR of this study. This paper seeks to capture the essence of the research so far and pave a path for future research on the subject. These insights would prove valuable to management practitioners and academic experts.