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This study proposes that the relationship between the employee's moral identity and unethical behavior might sometimes differ from linearly negative, given certain contextual variations, such as unethical pro-organizational behavior (UPB). The pro-organizational motivation of UPB may appeal to individuals' morality to perform unethical behavior for their organization. Herein, using the social identity perspective, the present study hypothesizes a curvilinear relationship between moral identity and UPB with the moderation of organizational identification.

Data collected in two field studies, from 316 and 185 executives in Study 1 and 2, was analyzed using hierarchical regression analysis.

The results affirmed an inverted U-shaped relationship between moral identity and UPB. Further, organizational identification moderated the relationship such that an increase in organizational identification augmented the UPB tendency for low moral identity individuals while inhibiting the UPB tendency for high moral identity individuals.

The current study uniquely demonstrates how moral identity might promote unethical behavior in pro-organizational contexts. Further, this research shows how high moral identity might mitigate the negative outcomes of high organizational identification.

The purpose of this paper is to explore how a perceived ethical climate influences employees’ intention to whistle-blow through internal organizational channels and incorporates the mediating role of organizational identification and moral identity as well as the moderating role of individual risk aversion.

The five proposed hypotheses were tested using hierarchical regression analysis with two waves of data collected in 2016 from 667 employees in Chinese organizations.

The findings indicate that perceived ethical climate had a positive effect on employees’ internal whistle-blowing intention, which was mediated by organizational identification and moral identity. Furthermore, employees’ risk aversion weakened the effect of organizational identification, while the moderating role by moral identity on internal whistle-blowing intention was not validated.

This study explains the psychological mechanism of whistle-blowing intention from the perspective of social identity, which contributes to opening the “black box” of the transmitting processes from the perceived ethical climate to whistle-blowing intention. This study also extends the literature by defining a boundary condition of risk aversion that hinders organizational identification influence on employee whistle-blowing intention.

The purpose of this paper is to investigate a special type of unethical behaviors among frontline service employees – unethical pro-organizational behaviors (UPB). Building on social identity theory, the paper examines how social identifications with the organization and customers interactively affect employees' engagement in UPB. The paper also explores the underlying psychological mechanisms that explain this effect.

This study uses a multistage, sequential research design to test the hypothesized model. Studies 1A and 1B use scenario-based experiments with a randomized between-subjects design. Study 2 uses a survey design to replicate and expand the findings from Study 1 by collecting survey data from frontline service employees in various service sectors.

The results across two studies reveal that high organizational identification will motivate employees to engage in UPB when the opportunity arises, while employees who also identify with customers will more likely abstain from committing UPB. Findings from the survey study also show that this interactive effect on UPB is achieved by devaluing customers as tools or placing fault upon them.

This research provides a deeper exploration of the UPB at the organizational frontline. From a social identity theoretical perspective, this research examines how identification with customers and with the organization jointly shape frontline employees' engagement in UPB. In doing so, this research provides insight into the contextual limitations of existing UPB research while also offering practically relevant implications for managing UPB in frontline service contexts.

There has been a growing number, though still modest, of organizations in Vietnam context that hire employees with disabilities and build disability inclusive management practices and disability diversity climate for them to engage in their work roles. The purpose of this paper is to investigate how disability inclusive HR practices contribute to work engagement of employees with disabilities working in Vietnam-based information technology (IT) industry.

The research model was tested through the data collected from employees with disabilities and their direct supervisors from IT companies based in Vietnam.

The data analysis revealed that disability inclusive HR practices influenced employees with disabilities to engage in their work activities through organizational identification as a mediator. Moral leadership exhibited a positive interactive effect with disability inclusive HR practices in promoting organizational identification of employees with disabilities and, in turn, their work engagement. In addition, employees’ idiosyncratic deals were found to serve as an individual enhancer for the link between their organizational identification and work engagement.

This research sets a milestone for more empirical inquiries on disability-oriented antecedents at both organizational and individual levels that can foster work engagement of employees with disabilities.

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.

The purpose of this paper is to introduce the relational view of unethical pro-organisational behaviour (UPB) to explain interpersonal paths of influence on employees’ engagement in UPB. The proposed relational view of UPB is grounded in Darwall’s second-person philosophy.

This research design involves two quantitative studies – a pilot study with 340 subjects and the main study with 310 employees. The structural equation modelling data analysis was conducted using the R language software.

The findings provided initial support for the relational view of UPB. Study 1 revealed that employees’ accountability (perceived as personal obligation) influenced their engagement in UPB. Furthermore, Study 2 strengthens the theory and findings from Study 1 that employees’ moral organisational identification influences their engagement in UPB over the influence of employees’ identification with the organisation.

The findings extend the nomological network of UPB and extant theoretical knowledge on the moral self by uncovering how moral accountability and personal obligation have a “dark side”.

The findings indicate that practitioners should address the impact of employee interpersonal relationships on their perceived obligation to engage in UPB.

The authors provided an original use of Darwall’s second-person standpoint as the philosophical foundation to integrate accountability and identity theories, to explain interpersonal influences on employees’ engagement in UPB.

The present research aims to provide a comprehensive understanding of the mechanism underlying the potential harmful outcomes of perceived organizational support (POS) in instigating unethical pro-organizational behavior (UPB). Integrating social exchange theory with social identity theory, the present study proposes the indirect effect of one's POS as the mechanism that leads an individual to commit UPB via organizational identification (OI). The authors also expect the role of an individual's moral identity (MI) in moderating the relationship between OI and UPB.

The current research tests the proposed moderated mediation model by using two survey-based field studies consisting of 316 and 178 responses in study 1 and 2, respectively from working professionals of various organizations in India.

The current research finds support for the proposed moderated mediation model where the POS leads to UPB through the indirect effects of OI. Also, an individual's MI plays a key role in moderating one's engagement in UPB.

The current research integrates social exchange theory and social identity theory in the UPB literature in a logical and coherent manner. Furthermore, the current research also explains the role of multiple identities in enhancing and attenuating one's engagement in UPB.

This paper aims to investigate a new predictor of knowledge hiding, namely, employee perceptions of corporate hypocrisy (PCH). Based on the social cognitive theory, this study constructs a moderated mediation model linking PCH and knowledge hiding. The theoretical model concentrates on the mediating role of moral identity and the moderating role of organization-based self-esteem (OBSE).

Two studies with different samples and designs were used. In Study 1, the experimental method explored whether PCH could elicit knowledge hiding under the condition of OBSE (H1 and H4). Study 2, an empirical method with three stages, tested the full mediated moderation model by adding to the mediating role of moral identity (H1–H4).

The results showed: PCH was positively related to knowledge hiding, moral identity mediated the influence of PCH on knowledge hiding and OBSE not only moderated the relationship between PCH and moral identity but also moderated the indirect effect of PCH on knowledge hiding (via moral identity). The present research sheds valuable light on the processes (how) and contingencies (when) whereby PCH affects knowledge hiding for the first time, thus extending prior research and encouraging further explorations on the topic of PCH and knowledge hiding. It informs practitioners that taking measures to decrease corporate hypocrisy plays a vital role in preventing workers from hiding knowledge.

The study’s distinctive contribution is to examine the mediating effect of moral identity and the moderating role of OBSE on the relationship between corporate hypocrisy and knowledge hiding, which through the lens of social cognitive theory. Thus, it furthers a deeper understanding of knowledge hiding and helps the organization understand the dynamics of knowledge management, such as prohibiting employee counterproductive behaviors in the workplace.

Extant research has shown that workplace ostracism (WO) elicits counterproductive work behaviors, such as employee silence (ES), culminating in reduced job performance. However, lesser is known about the factors that buffer against this underlying linkage. With an emphasis on conservation of resource (COR) theory and social identity theory, this study investigates the hitherto unexplored moderating roles of moral identification (MI) and organizational identification (OI) in the relationship between WO and ES.

The study employed a time-lagged design to collect multi-source data from 250 employees working in the service sector organizations in Pakistan. Data are analyzed in SMARTPLS (v 3.3.3) to assess the measurement model and the structural model.

Results reveal that WO is positively correlated with ES and negatively correlated with job performance. At the same time, ES mediates the negative relationship between WO and job performance. In addition, MI and OI buffer against the positive connection between WO and ES. The positive association between WO and ES is less pronounced at high levels of MI and OI and vice versa.

The findings indicate that there is potential value in developing MI and OI, for which several interventions are discussed.

This study is one of the few efforts to outstretch the boundary conditions of ES. Moreover, this is the first study to investigate the role of identity-based perspective in the relationship between WO and ES.

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.