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Constructive deviance has received increasing attention across the last 20 years. However, because the distinction between constructive and traditional forms of deviance (i.e., destructive) is based on the intent behind the behaviors, it can be difficult to determine which acts are constructive. As an umbrella construct consisting of several forms of deviant acts (e.g., whistle-blowing, employee voice, necessary evils), research into constructive deviance has largely remained focused on the individual behaviors to date. While advancements have been made, this focus has limited the consideration of an overarching understanding of constructive deviance in the workplace. Further, constructs like constructive deviance that straddle the bounds between beneficial and detrimental necessitate the exploration into their antecedents as determined by the employees (i.e., apples), their environments (e.g., barrels), or some combination of the two. The author seeks to advance the research in constructive deviance by proposing a testable model. In which, the author develops an interactionist perspective of the antecedents to reposition constructive deviance as the acts of good employees in restrictive or negative environments. In doing so, the author considers how various aspects of individuals, their organizational environments, and the influence of their leaders interact. The author then develops a multi-stakeholder approach to the outcomes of constructive deviance to consider how the various parties (i.e., organization, coworkers, customers) are expected to respond and how these responses impact the more distal outcomes as well as the likelihood of engaging in future constructive deviance.

The purpose of this paper is to increase the knowledge and understanding of organizational and supervisory support in the context of employee deviant workplace behavior (DWB) by examining the potential associations of employees’ cultural value orientations. This paper aims to: clarify DWB; review perceived organizational support (POS) and perceived supervisory support (PSS); discuss the meaning of employees’ cultural value orientations (individualism–collectivism, power distance and paternalism); use the fuzzy logic model to analyze relationships between DWB and POS, as well as PSS and employees’ cultural value orientations.

This research applies a fuzzy-set qualitative comparative analysis.

The results show the role of employee perceived organizational and supervisory support and cultural dimension (power distance and paternalism) configurations on employee DWB.

The main originality of this study is to further increase the understanding of organizational and supervisory support in the context of employee DWB by examining the potential associations of employees’ cultural value orientations. This study extends the previous research by providing evidence that organizational and supervisory support influences employees’ DWB.

Drawing from tripartite theory of attitude, this study examined whether interaction effect of psychological ownership (cognitive component) changes the nature of the relationship between job satisfaction (affect component) and job performance (behavioral component) toward a higher or weaker relationship. Furthermore, the study draws from psychological ownership theory to find support whether job satisfaction is nurtured by the feeling of psychological ownership.

Longitudinal data from 211 academic and non-academic employees was randomly collected and partial least square-structural equation model (PLS-SEM) was used for data analysis through SmartPLS version 3.3.2.

The study found a positive interaction effect of psychological ownership on the relationship between job satisfaction and job performance. Furthermore, the study found that feeling of psychological ownership nurtures employees' satisfaction with their job.

The findings of the study explicate to human resource managers and practitioners the mechanism through which job satisfaction affects job performance and how feelings of psychological ownership nurtures employees' satisfaction with their job.

The study provides new insight into the relationship between job satisfaction and job performance by drawing on the tripartite theory of attitude perspective, and concluded that job performance as overall employee attitude toward the organization is predicted by the interaction and interplay of job satisfaction, psychological ownership and job performance as components of attitude. To the authors’ best knowledge, none of the previous literatures on job satisfaction–job performance relationship draws its conclusions from the perspective of tripartite theory of attitude. Furthermore, the study found empirical evidences that psychological ownership nurtures employees' job satisfaction.

The purpose of this paper is to examine hostility as a mediator of the relationship between perceptions of organizational politics (POP) and counterproductive work behavior (CWB).

The authors’ examined the mediation model using a sample of 171 full-time employees studying in an evening MBA program. The authors’ collected the data for this study in three waves.

The findings supported all of the hypotheses. POP was positively related to both hostility and CWB. Moreover, hostility mediated the relationships between POP and both organizational and interpersonal CWB.

Given that individuals high in emotional intelligence (EI) are better at regulating their negative emotions, EI training may be a powerful tool for reducing the hostility elicited among organizational members in response to POP, and consequently, their engagement in CWB.

The current study uncovered the emotional mechanism that underlies the POP-CWB relationship. The findings have intriguing implications in terms of potential moderators that can be developed through interventions in an attempt to reduce the hostility and CWB that result from POP.

Despite widespread media attention and growing interest from researchers, pay transparency remains an under-studied field of research and its impact on organizational outcomes like job turnover is not well understood. This study explores the impact of pay transparency on job turnover intentions through the mediating effect of perceived organizational support (POS) and organizational justice.

Data from quantitative surveys conducted with 299 employees at four South African organizations with different pay transparency practices were used to test the conceptual model of pay transparency impacting job turnover intentions through the mediators of POS and organizational justice.

The authors found a weak negative relationship between pay transparency and job turnover intentions and the role of the mediating variables was confirmed. Unexpectedly, the role of the organization emerged as a key variable. Controlling for organization type showed that the direct effect of pay transparency on turnover intentions became insignificant, indicating a stronger effect from organizational factors, of which pay transparency practices are just one.

Identifying a contextual (organizational) dimension to pay transparency practices extends the understanding of this concept and has implications for practice. The study also makes a methodological contribution by demonstrating the value of linking respondent data to a particular organization when researching pay transparency.

This paper aims to develop and present a new planning framework of social marketing, known as consumer research, segmentation, design of the social programme, implementation, evaluation and sustainability (CSD-IES).

The proposed framework is based on recent theoretical developments in social marketing and is informed by the key strengths of existing social marketing planning approaches.

The CSD-IES planning framework incorporates emerging principles of social marketing. For example, sustainability in changed behaviour, ethical considerations in designing social marketing programmes, the need for continuous research to understand the changing needs of the priority audience during the programme and the need for explicit feedback mechanisms.

The CSD-IES framework is a dynamic and flexible framework that guides social marketers, other practitioners and researchers to develop, implement and evaluate effective and sustainable social marketing programmes to influence or change specific behaviours based on available resources.

This paper makes an important contribution to social marketing theory and practice by integrating elements of behaviour maintenance, consideration of ethical perspectives and continuous feedback mechanisms in developing the CSD-IES framework, bringing it in line with the global consensus definition of social marketing.

The purpose of the present study was twofold: (1) to examine the direct effect of the dimensions of opportunity (i.e. ethical climate and institutional policy) and dimensions of job pressure (i.e. workload and work pressure) on workplace deviance (i.e. organisational and interpersonal deviance) and (2) to assess the mediation of neutralisation in the relationship between the dimensions of opportunity, job pressure and workplace deviance.

The present study drew from the fraud triangle theory (FTT; Cressey, 1950) and the theory of neutralisation (Sykes and Matza, 1957) to achieve the research objectives. Survey data from 356 full-time faculty members in Nigerian public universities were collected. Partial least square-structural equation modelling (PLS-SEM) was employed to analyse the data.

The results indicated that opportunity and job pressure significantly affected workplace deviance. As expected, neutralisation was found to mediate the negative relationship between ethical climate and interpersonal deviance and the positive relationship between workload, work pressure and interpersonal deviance. Contrary to expectation, neutralisation did not mediate the relationship between opportunity, pressure and organisational deviance.

The sample was drawn from academics in public universities and the cross-sectional nature of this study means that the findings have limited generalisations.

This study offers insights into the management of Nigerian public universities on the need to curb workplace deviance amongst faculty members. This study recommends that the management improve the work environment by enhancing the ethical climate and institutional policies and reviewing the existing workload that may constitute pressure to the faculty members.

The present study provides empirical support for the fraud triangle theory and theory of neutralisation to explain workplace deviance.