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Article
Publication date: 2 February 2023

Shengxian Yu, Shanshi Liu, Xiaoxiao Gong, Wenzhu Lu and Chang-e Liu

Drawing on the social information processing theory, this study aims to adopt a moderated mediation model to investigate the mediation role of cognitive crafting and the…

Abstract

Purpose

Drawing on the social information processing theory, this study aims to adopt a moderated mediation model to investigate the mediation role of cognitive crafting and the moderation role of regulatory focus in the relationship between perceived deviance tolerance and employee innovative behavior.

Design/methodology/approach

A questionnaire study with 181 employees from a state-owned communications technology company in China was conducted through a two-wave survey, with a one-month lagged design. The model is tested through confirmatory factor analysis, correlation analysis and PROCESS bootstrapping program in SPSS24.0 and AMOS22.0 software.

Findings

This study confirms that perceived deviance tolerance is positively related to innovative behavior, while cognitive crafting mediates the relationship between perceived deviance tolerance and innovative behavior. Furthermore, the promotion focus positively moderates the relationship between perceived deviance tolerance and cognitive crafting, and higher promotion focus enhances the mediating effect of cognitive crafting on the relationship between perceived deviance tolerance and innovative behavior. The prevention focus negatively moderates the relationship between perceived deviance tolerance and cognitive crafting, and higher prevention focus weakens the mediating effect of cognitive crafting on the relationship between perceived deviance tolerance and innovative behavior.

Practical implications

Organizations need to establish a tolerant and inclusive management system and create a harmonious working atmosphere to provide a platform basis to inspire the innovative behavior of employees. Also, regulatory focus variables are suggested to be considered in organizational human resource management processes (e.g. recruitment and training) to improve organizational person–job fit.

Originality/value

The primary contribution of this study is to confirm that perceived deviance tolerance has a positive impact on innovation behavior and thereby providing a new perspective to understand the impact effect of perceived deviance tolerance. Another contribution the study explores the mechanisms and boundary conditions of perceived deviance tolerance on innovative behavior fills the theoretical gap of perceived deviance tolerance.

Details

Chinese Management Studies, vol. 18 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 24 May 2018

Ming Kong and Yue Yuan

Based on the emerging stream of research in moral psychology and behavioral ethics which shows that accessibility of moral constructs influences ethical decisions, judgments, and…

Abstract

Purpose

Based on the emerging stream of research in moral psychology and behavioral ethics which shows that accessibility of moral constructs influences ethical decisions, judgments, and behaviors, perceived deviance tolerance (PDT) is defined as “leaders’ tolerance of deviance perceived by employees.” The purpose of this paper is to propose and empirically test a theoretical model that explains how and why PDT influences employees’ moral psychology and behaviors in interpersonal contexts.

Design/methodology/approach

The study takes 298 leaders and 429 employees from 16 large Chinese enterprises as samples.

Findings

Results across two studies provide consistent support for the proposed model and advance our understanding about how employees’ perception of leaders’ deviance tolerance influences their negative and positive behaviors.

Originality/value

Thus, findings of this research contribute to knowledge on the interpersonal effects of cognition in employees’ behaviors and enrich the application of social control theory.

Details

Management Decision, vol. 56 no. 9
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 16 June 2020

Mohammad Nisar Khattak, Roxanne Zolin and Noor Muhammad

The main purpose of this study is to examine the catalytic impact of perceptions of politics in organizations on the relationship between perceived unfairness and deviant behavior…

1249

Abstract

Purpose

The main purpose of this study is to examine the catalytic impact of perceptions of politics in organizations on the relationship between perceived unfairness and deviant behavior at work.

Design/methodology/approach

To test the proposed research model, the authors collected field data in a public sector university located in Islamabad Capital Territory, Pakistan. A two-wave questionnaire was distributed to 400 employees. In the first wave, the questionnaire was used to collect data on participants’ perceptions of perceived injustice and organizational politics. After two weeks, the second wave of data collection was conducted by sending another questionnaire to the same respondents to collect data on their organizational and interpersonal deviance.

Findings

Empirical findings revealed that perceived interactional injustice results in interpersonal deviance, and perceived distributive and procedural injustice results in organizational deviance. Moreover, the direct relationship between perceived injustice and deviant behaviors was stronger when the perception of politics factor was high.

Originality/value

To the best of the authors’ knowledge, this study is one of the first to test the detrimental effect of perception of politics on deviance in a public organization in Pakistan.

Details

International Journal of Conflict Management, vol. 32 no. 1
Type: Research Article
ISSN: 1044-4068

Keywords

Open Access
Article
Publication date: 17 July 2019

Aaron Cohen and Sari Ehrlich

Constructive deviance is a behavior that can contribute to the effectiveness of an organization despite its problematic nature. Too few studies have examined the correlates of…

4536

Abstract

Purpose

Constructive deviance is a behavior that can contribute to the effectiveness of an organization despite its problematic nature. Too few studies have examined the correlates of this behavior. The purpose of this study is to examine variables that represent exchange and organizational culture and their relationship to supervisor-reported and self-reported constructive deviance.

Design/methodology/approach

The survey data were collected from 602 employees (a response rate of 67 per cent) in a large municipality in central Israel. Hierarchical linear modeling (HLM) analyses were performed for each of the dependent variables (three self-reported constructive deviances and three supervisor-reported constructive deviance) controlling for divisions and departments.

Findings

The findings showed that self-reported constructive deviance was explained much better by the independent variables than supervisor-reported deviance. Organizational justice and moral identity had a strong direct effect on constructive deviance (self-reported). The mediation effect showed that an organizational climate for innovation had the strongest mediation effect among the mediators. Psychological contract breach was found to have a limited effect on constructive deviance.

Practical implications

Organizations should encourage procedural justice to encourage their employees to act in support of the organization, whether openly (formal performance) or more secretly (constructive deviance). Also, organizations should support innovation climate if they want to increase constructive deviance of their employees.

Originality/value

In a time when innovation and creativity are gaining increasing importance as behaviors that contribute to organizational success, more research on constructive deviance is expected. This study increases our understanding of this important concept stimulates additional studies of it.

Article
Publication date: 17 June 2019

Rommel Salvador

The purpose of this paper is to investigate whether, and under what conditions, an individual’s punitive intent in response to ethical misconduct is shaped by their perceived…

Abstract

Purpose

The purpose of this paper is to investigate whether, and under what conditions, an individual’s punitive intent in response to ethical misconduct is shaped by their perceived forgiveness climate, which is their perception of how forgiving their organization is.

Design/methodology/approach

This study used the survey method embedded within a vignette-based experiment involving working adults.

Findings

Results show that higher perceived forgiveness climate is associated with lower punitive intent when an experience of being forgiven is salient to the disciplinary decision maker and when there are mitigating circumstances surrounding the ethical misconduct. When an experience of being unforgiven is salient to the disciplinary decision maker, higher perceived forgiveness climate is associated with higher punitive intent.

Research limitations/implications

This study presents a more nuanced perspective on the conditions that shape punishment decision making in response to workplace ethical misconduct. As the findings may be specific to the measures and vignette used, future research should explore the replicability of these results using other measures and types of ethical misconduct.

Practical implications

The paper alerts disciplinary decision makers to the potential influence of their perceptions of the organizational context and of their personal experiences on their punishment decision making, helping avoid inappropriately punishing subordinates, which can generate employee resentment and inflated turnover.

Originality/value

This is the first study that examined the relationship between forgiveness and punishment in response to ethical misconduct in a workplace setting.

Details

Management Decision, vol. 58 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 4 October 2019

Chuangang Shen, Jing Yang, Peixu He and Yenchun Jim Wu

The purpose of this paper is to explore the restrictive effect of abusive supervision on employees’ feedback-seeking behavior (FSB) through organizational-based self-esteem (OBSE…

1324

Abstract

Purpose

The purpose of this paper is to explore the restrictive effect of abusive supervision on employees’ feedback-seeking behavior (FSB) through organizational-based self-esteem (OBSE) and the moderation of this mediation by leader-member exchange (LMX).

Design/methodology/approach

This study conducted hierarchical regression and path analysis to analyze the 312 manager–employee dyads data gathered from five companies in China.

Findings

The authors found that abusive supervision had a detrimental effect on employee FSB, partially through OBSE, and that both the direct and indirect effects were moderated by LMX.

Practical implications

Organizations should seek to inhibit supervisors’ abusive behavior in the workplace. Supervisors should not occasionally mistreat subordinates with whom they have a good relationship.

Originality/value

This study reveals the underlying influence mechanism of abusive supervision on employee FSB using the self-concept theory and suggests that OBSE is critical in determining how abusive supervision influences employee FSB. Furthermore, LMX quality (especially high LMX) moderates the above mediation.

Details

Journal of Managerial Psychology, vol. 34 no. 8
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 8 February 2023

Bruno Felix, Josinea Botelho and Valcemiro Nossa

The purpose of this paper is to understand how individuals seek to reduce the occurrence of unethical requests at work and the effects of such strategies.

Abstract

Purpose

The purpose of this paper is to understand how individuals seek to reduce the occurrence of unethical requests at work and the effects of such strategies.

Design/methodology/approach

The authors built a grounded theory through semi-structured interviews with 65 individuals who worked for companies involved in the Brazilian corruption scandal called Operation Car Wash.

Findings

The interviewees reported that they use two central strategies to avoid unethical requests: explicit moral communication (directly stating that they are not willing to adhere to an unethical request) and implicit communication (expressing such a refusal through moral symbols). Both strategies signal the morality of the communicator and lead the possible proponent of an unethical request to perceive a greater probability of being reported and, thus, avoid making such an unethical request. However, while explicit moral communication affects the perceived morality of the individual who would possibly make an unethical request, implicit (symbolic) moral communication does not. As a consequence, the risks of retaliation for making a moral communication are greater in the case of explicit moral communication, entailing that implicit moral communication is more effective and safer for the individual who wants to avoid unethical requests.

Originality/value

This paper broadens the literature on business ethics and moral psychology by shifting its focus from what organizations and leaders can do to prevent unethical behavior to what leaders can actively do to protect themselves from unethical requests.

Details

International Journal of Organizational Analysis, vol. 31 no. 7
Type: Research Article
ISSN: 1934-8835

Keywords

Abstract

Details

Understanding Intercultural Interaction: An Analysis of Key Concepts, 2nd Edition
Type: Book
ISBN: 978-1-83753-438-8

Book part
Publication date: 2 December 2019

Frank Fitzpatrick

Abstract

Details

Understanding Intercultural Interaction: An Analysis of Key Concepts
Type: Book
ISBN: 978-1-83867-397-0

Article
Publication date: 4 March 2014

James Campbell Quick, Ann McFadyen and Debra Lynn Nelson

– The purpose of this paper is to develop a theory of preventive health management for high-risk employees, who are the 1-3 percent with a propensity to become dangerous.

Abstract

Purpose

The purpose of this paper is to develop a theory of preventive health management for high-risk employees, who are the 1-3 percent with a propensity to become dangerous.

Design/methodology/approach

The paper reviews the literature and design a prevention model for high-risk employees that relies on primary, secondary, and tertiary surveillance indicators as well as prevention methods. The behaviors of these employees are often not accidental, even if not always intentional.

Findings

Primary prevention through organizational socialization and supervision can reduce emergence of high-risk employees. Early identification through secondary surveillance then prevention of incivility and deviance can deter escalation to violent behavior. When high-risk employees become dangerous and violent, tertiary prevention calls for containment, caregiving, forgiveness, and resilience.

Practical implications

The paper suggests that HR professionals can advance health, well-being, and performance while averting danger and violence by identifying and managing high-risk employees, anticipating their needs, and providing supportive resources and advising.

Originality/value

The paper applies public health prevention to deviant and violent employees.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 1 no. 1
Type: Research Article
ISSN: 2051-6614

Keywords

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