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The purpose of this paper is to re‐map the neglected phenomenon of organisational misbehaviour (misbehaviour) by reflecting the many approaches taken on this emergent field of study, and articulate a revised research agenda.

Both preceding and recent empirical and theoretical research papers are discussed and possible overlap and convergence of findings are examined. The discussions mainly surround studies from industrial sociology and organisational behaviour, yet studies from industrial relations and gender studies are also considered. From the re‐assessment, a revised map and research agenda for misbehaviour is produced.

More research should be directed towards humour and its uses in contemporary organisations, why managers break the rules, the internet as a tool and framework for defiant activities, informal and hidden employee identities as a framework for self‐organised misbehaviour, functional misbehaviour and informal strategies used by employees to survive work. Further work is required to unify the field and suggestions are made on how this may be achieved.

The paper is based on a re‐assessment of the extant literature and the findings reflect the broadly problematic matter of reconciling incongruous paradigms.

The paper puts forward a revised and updated map of organisational misbehaviour. It also offers insights which managers can use to deal with a broad range of misbehaviour conducted within and outwith the workplace.

The paper provides a new map that goes beyond previous articulations of misbehaviour. The revised research agenda attempts to guide future research on the subject of misbehaviour in a more balanced direction.

Organizational misbehavior (OMB) is a complex phenomenon for researchers and a major issue facing practitioners because of both its copious negative individual and organizational outcomes and its complexity. Researchers and practitioners are increasingly becoming aware of different types of work-related misbehaviors and their significant and costly consequences for both employees and organizations. OMB can take many forms, and a plethora of terms have been introduced to describe those OMBs. This article aims to review the constructs describing workplace misbehaviors in current organizational behavior literature.

The authors used a qualitative systematic review to organize OMB-related constructs.

This paper provides a review of workplace misbehavior constructs and a broader, more organized picture of OMB by developing a hierarchical reflective model. It highlights some challenges that the OMB literature needs to overcome.

Unlike previous review articles that primarily focused on workplace misbehaviors intended to cause harm or damage, this review includes misbehaviors intended to both damage and benefit.

el mal comportamiento organizacional (OMB) es un fenómeno complejo para los investigadores y un problema importante que enfrentan los profesionales, debido tanto a sus resultados negativos individuales y organizacionales como a su complejidad. Los investigadores y profesionales son cada vez más conscientes de los diferentes tipos de malas conductas relacionadas con el trabajo y sus consecuencias significativas y costosas tanto para los empleados como para las organizaciones. La OMB puede tomar muchas formas, y se han introducido una gran cantidad de términos para describir esas OMB. Este artículo revisa los constructos que describen los malos comportamientos en el lugar de trabajo en la literatura actual sobre comportamiento organizacional.

los autores utilizaron una revisión sistemática cualitativa para organizar los constructos relacionados con el mal comportamiento organizacional.

este documento proporciona una revisión de los constructos de mala conducta en el lugar de trabajo y una imagen más amplia y organizada de OMB mediante el desarrollo de un modelo reflexivo jerárquico. Destaca algunos desafíos que la literatura OMB debe superar.

a diferencia de los artículos de revisión anteriores que se centraron en las malas conductas en el lugar de trabajo con la intención de causar daño o perjuicio, esta revisión incluye las malas conductas con la intención tanto de dañar como de beneficiar.

o mal comportamento organizacional (OMB) é um fenômeno complexo para os pesquisadores e um problema importante que enfrenta os profissionais, devendo-se tanto aos resultados individuais e organizacionais quanto à sua complexidade. Os pesquisadores e profissionais são cada vez mais conscientes dos diferentes tipos de malas que se relacionam com o trabalho e suas conseqüências significativas e custosas tanto para os empregados para as organizações. La OMB pode tomar muitas formas, e introduz uma grande precisão de termos para descrever como OMB. Este artigo revisa os constructos que descrevem os maus comportamentos no lugar de trabalho na literatura atual sobre o comportamento organizacional.

os autores utilizam uma revisão sistemática de qualificação para organizar os constructos relacionados com o mau comportamento organizacional.

este documento fornece uma revisão dos construtores de má conduta no lugar de trabalho e uma imagem mais ampliada e organizada de OMB por meio do desarrollo de um modelo reflexivo jerárquico. Destaca alguns desafios que a literatura OMB deve superar.

a diferença dos artigos de revisão anteriores que se centralizaram nas más condutas no lugar de trabalho com a intenção de causar danos ou danos, esta revisão inclui as más condutas com a intenção de danificar como beneficiário.

Purpose – Both misbehavior and commitment in organizations have attracted substantial attention. This chapter reviews the misbehavior and commitment literature to investigate the implicit negative correlation between these two important organizational phenomena.

Methodology/approach – A four-dimensional typology of counterproductive workplace behaviors (CWBs) is developed from the misbehavior literature, describing individual behaviors in terms of: their target(s), the vehicle for misbehavior, their social acceptability, and their quantity. The typology facilitates characterization of CWBs, and, more generally, comparisons between workplace commitment and the field of misbehavior, comprising the range of CWBs.

Findings – The chapter supports the assumed negative relationship between commitment and misbehavior although the strength of the relationship varies across some of the four dimensions.

Research limitations/implications – The reliance on secondary data limits evaluation of the typology. Further research using primary data is commended.

Practical implications – More insightful audits of organizational misbehavior can be produced to guide interventions. For example, CWBs that are directed at individuals, through a person's work role, and are socially unacceptable will require different interventions to those who are directed at the organization, through extra-role behavior, and are more socially acceptable (e.g., minor thefts).

Social implications – Clarifying the impact of CWBs on commitment and, hence, turnover, etc., highlights the cost of CWBs and may motivate organizations to address CWBs and, thereby, promote healthier workplaces.

Originality/value of chapter – This chapter is novel in developing a more comprehensive typology of CWBs. Describing the various CWBs in a single, comprehensive framework provides additional insight into misbehavior.

Purpose – To explore the links between entrepreneurship and misbehavior.

Approach – Conceptual development using cases as illustrative examples.

Findings – The chapter finds that there is an overlap between the way misbehavior is defined and the way entrepreneurship is conceptualized in the literature. It also finds previous research, distinguishing between desirable and undesirable misbehavior based on the intentions or the outcomes of behavior, insufficient in relation to entrepreneurship as misbehavior. The reason is that for entrepreneurial ventures, the underlying intentions are often good, but the outcomes often not; and that making assessments of the outcomes of entrepreneurial ventures a priori is notoriously difficult. Assessing misbehavior based only on organizational level evaluations is likewise insufficient in relation to entrepreneurship. The reason for this is that support for the venture may be needed also from actors outside of the organization. Furthermore, what constitutes the organization is not always clear. Therefore, we argue that it is necessary to broaden the view of what institutions determine whether a venture classifies as misbehavior when analyzing entrepreneurship.

Research limitations – The cases used to illustrate the overlap between entrepreneurship and misbehavior are conspicuous and not necessarily representative of entrepreneurship and misbehavior in general.

Originality – This is a first attempt at merging the misbehavior and entrepreneurship literatures, which highlights an important niche with a great promise for future research.

Purpose – The purpose of this chapter is to offer a general review of the field of organizational misbehavior and to pose the question: what has happened in this field in the last twenty years?

Method – The chapter uses the theoretical framework developed in the book Organizational Misbehavior (1999) as a template and considers a range of developments in organizations and their context together with the findings of much new research into organizational misbehavior.

Findings – Classic forms of misbehavior identified in earlier work (absenteeism, effort limitation, utilitarian sabotage, etc.) are not as significant as they once were because the conditions necessary for the co-production of these forms of misbehavior often no longer apply. It is also proposed, however, that the findings from a great deal of the more recent literature – that there has been a proliferation in the range and types of organizational misbehavior and increase in its subtlety – are not indicative of a decline in the impulse to misbehave nor of the significance of misbehavior more generally. On the contrary, what we see is indicative of a period of widespread behavioral innovation, in which new outlets for the impulse to misbehave are finding expression even against a background of a general shift in the balance of power in favor of the employer. In the longer term there is every reason to expect that new areas of significant contestation will re-emerge, and with this the crystallization of some new and distinctive forms of misbehavior.

Social implications – A clear implication of the analysis is that there is little reason for complacency on the part of managers and management academics that the problem of misbehavior has disappeared.

Value of chapter – Updating the findings in the book Organizational Misbehavior (1999) in light of a range of recent developments in organizations and their context, together with recent research into organizational misbehavior.

In this study the authors aim to explore the impact of customer misbehavior on frontline employees and managers and to elucidate the management tactics and strategies that managers employ in an attempt to minimize the impact of customer misbehavior on the workplace.

Following a discussion of the research design and methodology employed, the findings of 88 in-depth interviews are presented.

These data suggest that customer misbehavior impacts on frontline employees, managers, and managerial strategies. Three main effects of customer misbehavior on customer-contact employees are uncovered: physiological, cognitive, and attitudinal. These are connected with four main management challenges: conflicting pressures, recruitment and retention, counseling and motivation, and time expenditure. Finally, data analysis finds evidence of six main ways in which managers attempted to reduce or to alleviate harmful customer misbehavior: selective recruitment, changes to training and induction procedures, enhanced rewards, work-team design, increase counseling, and alterations to the servicescape.

The authors recommend that practitioners undertake a misbehavior audit that explores not only the extent of customer misbehavior but also the mechanisms, systems, and procedures the organization has for identifying, recording, and attempting to minimize the effects of dysfunctional customer behavior.

This study contributes insights into how customer-contact personnel and managers are both affected and cope with customer misbehavior. These insights are helpful for service managers faced with customer misbehavior and academicians interested in how employees respond to contemporary customers.

The purpose of this paper is to explore an integrative model which includes specific intentions that may explain the contradictory citizenship behaviors and misbehaviors among superintendents in Israel.

In total, 518 superintendents from seven Israeli Ministry of Education district offices were randomly selected. Based on sequence theory, the study examined motivational perceptions of authentic leadership, psychological empowerment and collective efficacy, and their relationships toward intentions to engage in organizational citizenship behavior (OCB) and organizational misbehavior (OMB) which may lead to OCB and OMB. The research combined self-reports and computer records. The model was analyzed using Mplus statistical packages.

The authors found that intentions to be late positively predicted lateness, while intentions to leave predicted OMB. In addition, the study indicates several mediating relationships. For example, intentions to engage in OCB-organization and OCB-individual fully mediated the relationship between “self-determination” of psychological empowerment and OCB. In addition, intention to leave mediated the relationship between authentic leadership and lateness.

Across nationalities, superintendents greatly impact the educational processes in their districts. Their high status in the educational system makes them role models. Therefore, it is important to investigate their behaviors and motivations. The findings may contribute toward developing an integrative approach that can predict the superintendents’ behaviors by suggesting specific intentions that can explain corresponding behaviors. This model may also help in developing educational policies for reducing the superintendents’ OMB and increasing their OCB.

Purpose – This chapter aims to show that attention to nicknaming as a form of language-making and sensemaking can provide a valuable avenue for exploring employees’ assessments of (mis)behavior. It highlights the connection between gender and language-making as central to the way workers assess and respond to (mis)behavior in different workplaces.

Methodology – The chapter uses an historical perspective and concepts drawn from sociology and organizational theory. It identifies nicknames and nicknaming practices from a wide range of documentary sources and oral sources.

Findings – In considering nicknaming in terms of sensemaking and language-making rather than simply as a form of humor, the chapter shows that derogatory names enable employees to address the tensions and conflicts arising from formal organizational practices, rules, and managerial imperatives and workplace relations. It emphasizes commonalities in nicknaming practices that extend beyond the micro-level of specific workplaces and in doing so illustrates that nicknaming is not simply a manifestation of humor but as importantly of inter-subjective processes through which workers construct group identities to enforce co-produced informal rules of behavior.

Social implications – The chapter illustrates the importance of workplace nicknaming and its implications for the way employees try to influence the behavior of others by condoning and/or shaming those who conform to or defy informal rules.

Originality – The chapter's originality lies in its focus on employees’ own assessments of misbehavior and on commonalities in nicknaming practices in different times and in different places.

The purpose of this study is to identify the key features of a non-spiritual organization (NSO) and to show what it is capable of delivering to society.

This study relies on grounded theory method, given that it allows the researcher to apply flexible guidelines to collect and analyze qualitative data to build theories on the grounds of the data themselves. Therefore, qualitative data are derived from quotations, observations and excerpts from documents. The backdrop of this investigation was the accident caused by a Brazilian miner in the Rio Doce basin after the collapse of the Fundão dam in Bento Rodrigues, Brazil.

Overall, data revealed a pattern in which five themes emerged naturally, namely, the antecedents, poor corporate values, lack of appropriate management tools, unjustified dynamics and dealing with the consequences. Further, the ethical imperatives of doing right, doing good and doing well may be only discursive elements for great corporations. At first sight, adhering to an NSO frame is a result of a strategic decision.

Taking into account the method that was used, the results cannot be generalized and herein resides the major limitation of this study.

It is very concerning that an acknowledged and awarded company is involved in such an episode. Such evidence prompts us to suspect that many so-called good companies may be deliberately hiding their shadows from society.

To the best of the author’s knowledge, this is the first empirical work toward untangling the meaning, nuances and contours of an NSO. In doing so, it helps understand the impact of this sort of companies on society and environment.

This study aims to reveal the positive side of poor voice quality. Grounding on sociometer theory, this study proposes a model to explore how poor voice quality affects employee's motivation to make high-quality voice via managerial non-endorsement and employee's self-perception of poor voice quality.

The sample consisted of 247 employees and immediate supervisors of employees in China. To minimize potential common method biases and reduce participants' fatigue, a three-wave method for the data collection with each wave separated by one month was executed. Path analysis and bootstrapping approach were adopted to verify the hypotheses.

The results illustrated that employee's poor voice quality was able to promote employee's motivation to make high-quality voice via managerial non-endorsement and employee's self-perception of poor voice quality.

First, this study extends our knowledge of the consequences of employee voice. Second, this study further contributes to the literature on voice quality by emphasizing the positive effects of poor voice quality. Third, this study enriches the sociometer theory by the explication of chain mediation as a key mechanism through which poor voice quality affects employee's motivation to make high-quality voice.