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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.

The study aims to explain the role of moral disengagement in supply chain management (SCM) research and the challenges that arise if the theory is used beyond its inherent limitations.

Conceptual paper based on how Bandura developed and used moral disengagement.

Moral disengagement can be used validly in SCM research. The theory should not to be applied to the supply chain itself, but SCM can be seen as an environment that is part of a reciprocal exchange, which shapes human behavior.

The paper suggests a new theory for a better understanding of business ethics, corporate social responsibility and sustainability in SCM. Furthermore, the paper outlines how the theory should be used and some challenges that remain.

SCM researchers have shown how to apply a theory from psychology to SCM, which could progress to several areas of the research field. The paper also highlights an inconsistency in the use of the theory and explains how it should be used in SCM research.

This study aims to presents the article regarding the influential role of moral inefficacy and moral disengagement to address green intention and behaviour gap among consumers, and how they attain self-exoneration because of the moral dilemma if any exist.

The present study is based on semi-structured interviews, using constructivist grounded theory, which offers a platform to investigate, explore and discover psychosocial mechanism that operates among the consumers regarding the dimension of morality and green practices. In-depth exhaustive dialogues with Indian green consumers are set up to stimulate dialogue on the study.

Findings of the study shed light on the moral dilemma arising from internal and external inefficacy of consumers and disengagement of morality to save consumers from self-condemnation. Also, the study proffers the potential conceptual framework of moral inefficacy, moral disengagement and green buying behaviour of consumers. Eventually, the study mapped the morality matrix to explore the consequents of moral inefficacy and moral disengagement.

The idiographic nature of qualitative research, particularly grounded theory may be considered as a research limitation as it follows limited generalizability. Moreover, the present research work is exploratory in nature and depends on the candour of researchers’ reactivity and understanding.

The study subjectively concludes the green behaviour of consumers and discusses the rationality behind green intentions and behaviour gap. Marketers can strategize consumer morality as an approach to enhance green buying behaviour of consumers by removing moral inefficacies and disengagements.

It is crucial for marketers and society to understand the reasons behind non-green consumerism and accordingly cope up with the situation.

The study has been designed in a way to discuss the philosophy of morality and psychology of consumers on green consumption. To elicit the crux and conceptualization of morality and green purchasing framework using constructivist grounded theory is the exclusivity of this study. This paper explores green consumption pattern using moral orientation and processes in detail.

The multitude of high-profile corporate scandals has prompted the need for more nuanced understanding of factors within organizations that may influence unethical pro-organizational behavior (UPB). Based on the social cognitive theory, this study aims to examine the impact of supervisor bottom-line mentality (BLM) on unethical, but pro-organizational conduct by employees through moral disengagement. Additionally, this study examines the moderating role of employee mindfulness in relation of supervisor BLM and moral disengagement.

To test the study model, the authors collected data from 198 employees working in various Pakistani firms. This study uses PROCESS procedures for the analysis.

Analyses of time-lagged data showed that (1) supervisor BLM can lead to employee UPB through employee moral disengagement and (2) mindfulness moderated this relationship, such that high (versus low) mindfulness attenuates the link between supervisor BLM and moral disengagement.

This study adds to the extant research by examining how and when supervisor BLM leads to employee UPB. This is the first attempt to examine how supervisor BLM and trait mindfulness jointly determine moral disengagement, which drives UPB.

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 explore the mediating effect of moral disengagement in the relationship between mindfulness and unethical behaviors. The authors also explored the moderating effect of perceptions of politics on the mediational chain.

The authors administrated time-lagged surveys at two time periods separated by six weeks. Respondents were 206 full-time employees working in the USA. Hierarchical, moderated multiple regression analyzes were used to test the mediation and moderation effects.

Results showed that mindfulness reduced destructive deviant behavior and unethical pro-organizational behavior through moral disengagement and the mediation effects were weaker when employees’ perceptions of politics were stronger.

The results indicate that mindfulness and perceptions of organizational politics combine to have profound impacts on employee unethical behaviors. Organizations seeking to minimize the occurrence of deviance and unethical behaviors may do well to support employee mindfulness and as well as minimizing organizational politics. The findings suggest that the political context has a negative impact on even the behavior of mindful employees. Therefore, building mindfulness while simultaneously reducing politics are equally important goals.

Our study extends the theoretical development of mindfulness research by examining the interactive effects of perceptions of organizational politics and mindfulness and broadens the theoretical rationale for explaining the linkages between mindfulness and unethical behaviors.

Drawing upon ego depletion theory, the authors developed a serial mediation model linking job insecurity with employee political behavior in which resource depletion and moral disengagement operated as two sequential mediators. The authors further identified employee moral identity as an important boundary condition that impacts the strength of this serial mediation effect.

Multilevel analyses were utilized to test the proposed hypotheses by analyzing a sample included 306 employees nested in 71 groups.

Results revealed that job insecurity induced resource depletion that activated moral disengagement, which in turn instigated political behavior. Furthermore, employee moral identity weakened this serial indirect effect. Specifically, this indirect effect was positive when moral identity was low, whereas did not present when moral identity was high.

Prior studies have primarily concentrated on the detrimental effects of job insecurity. However, less study has investigated how individuals proactively cope with job insecurity. The authors contribute to this stream of research by exploring whether and how job insecurity facilitates employee political behavior.