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This study aims to investigate the situational factors that intensify the impact of leader bottom-line mentality (BLM) on employee pro-self-unethical behavior. In particular, the moderating role of contingent rewards and punishments is evaluated under the lens of situational strength theory.

Data were collected from 218 full-time employees working in the USA in a time-lagged study and analyzed using SPSS Process Macro.

Statistical analysis reveal contingent rewards and punishments significantly moderate the positive relationship between BLM and pro-self-unethical behavior.

This paper highlights the need for more balanced reward systems that incorporate moral conduct into work performance. It also emphasizes the role of robust accountability and monitoring systems in minimizing employees’ unethical behavior.

To the best of the authors’ knowledge, this is the first study to investigate the moderating role of contingent rewards and punishments on the relationship between leader BLM and subordinate pro-self-unethical behavior. Moreover, it provides significant empirical support to situational strength theory.

The purpose of the study is to explore the various kind of prevailing unethical practices at workplace along with identification of factors triggering such unethical practices. Growing incidences of indulgence of employees in unethical acts in various organisation and negative consequences associated with it for the organisation such as erosion of reputation because of advance digital media coverage, shareholder value and others made compulsive to study the root cause of unethical behaviour at the workplace.

This study extracts meaning from the experiences of top managers working in nine Indian organisations to understand the challenges faced by individuals at the workplace using the Gioia methodology. A total of 33 top management team (TMT) members were interviewed in detail to capture their experience in regard to various challenges that impose a threat to ethical conduct in the organisation.

The authors identified four categories of unethical behaviour, namely, pro-self, lack of autonomy, pro-organisation, systemic and negligence. Further, the authors have developed a taxonomy suggesting strategies to control unethical conduct at the workplace. Besides, the current study unravels the triggers behind different categories of unethical conduct, such as bottom-line mentality, rent-seeking behaviour of government officials, fluid ethical study culture and others.

Various types of unethical behaviour have been identified and frameworks to address such unethical practices are suggested in the paper. TMTs views have been captured to understand the root cause of unethical practices and strategies for addressing them have been discussed in the paper.

Leadership styles appear to influence unethical pro-organizational behavior (UPB), but there has been little empirical research on employees' ethical behavior as an outcome of responsible leadership. This study examines the positive effect of responsible leadership on unethical pro-organizational behavior (UPB) via the mediator, leader–member exchange (LMX).

Responses from 200 full-time working employees in Pakistan were collected in two waves, and structural equation modeling was used to test the hypotheses.

The results indicated that LMX mediated the relationship between responsible leadership and UPB. Our research also yielded a negative relationship between responsible leadership and employees' willingness to engage in UPB and between LMX and UPB. In addition, the mediation and direct relationship results were stronger for employees who spent more than seven years in the organization as compared to those with less than seven years.

The leader's responsible behavior trickles down to the subordinates and encourages their employees to behave responsibly too. We also showed that responsible leadership influenced employees’ UPB engagement through LMX.

By adopting a responsible leadership style through training practices and appraisal tools, organizations may increase quality exchange relationship between leader and subordinates, which will reduce UPB.

This paper is one of the few empirical studies which have examined the relationship between responsible leadership, LMX and UPB. The results from our study help to enhance findings from earlier studies on the antecedents of UPB. Contrary to previous studies, our study also shows that LMX can lead to ethical behavior i.e. reduce UPB.

Socially responsible firms are known to improve competitive advantage and create workplaces that protect employees and the society in the long-term. Yet, the transitionary and project-based nature of the construction industry makes it difficult to espouse socially responsible practices. This study aims to adopt a person-centric conceptualisation of social responsibility by drawing on processes of individual sensemaking to gain a deeper understanding of small-business social responsibility (SBSR).

The authors conducted semi-structured interviews with 11 people from the construction industry in Sri Lanka to develop retrospective narratives.

The findings suggest that individuals in small-business construction firms rely on intraindividual, organisational and wider societal considerations to make sense of SBSR. What drives these interviewees to be responsible is determined not so much by profitability or reputation but by their own SBSR sensemaking process.

This study examines how individuals make sense of social responsibility in transitionary project-based small businesses in the construction industry.

This research presents a comprehensive explanation of unethical pro-organisational behaviour (UPB), an emerging phenomenon in organisational behaviour and especially in moral behaviour research. The authors tested the fit of Culture-Identification-Ideology-UPB moral behaviour model. The results indicate that individuals having strong organisational identification and high relativism ethical ideology may indulge in the practice of UPB. Interestingly, our study also reveals that strong ethical organisational culture may not restrain, rather may facilitate UPB. The authors concluded with suggestions for the practitioners and future scope of research.

This research aims to clarify the relationship between organizational identification and employees’ unethical pro-organizational behavior, which has been a topic of mixed findings in previous empirical studies. To address this issue, a meta-analytic review was conducted, focusing on the influence of key individual differences such as gender, age and organizational tenure on the relationship between organizational identification and unethical pro-organizational behavior.

The study utilizes large scholarly databases including Google Scholar, PsycINFO, Business Source Premier and ProQuest Dissertations to identify relevant studies. A total of 31 independent samples with a combined sample size of 8,861 participants were included in the analysis.

The results showed that the estimated average correlation between organizational identification and unethical pro-organizational behavior after corrected for measurement unreliability was 0.188 (p < 0.001, 95% [CI: 0.125, 0.251]). Gender demonstrated a significant moderating effect (estimate = 0.004, p < 0.05, 95% [CI: 0.000, 0.007]), suggesting that there is stronger association between organizational identification and unethical pro-organizational behavior among male participants. Neither age nor organizational tenure had significant effect on organizational identification-unethical pro-organizational behavior relations.

This study revealed that the organizational identification-unethical pro-organizational behavior link was positive, and the relationship was stronger among male participants than their female counterparts. Age and organizational tenure show no significant impact on unethical pro-organizational behavior. These contribute to The authors' understanding of organizational identification-unethical pro-organizational behavior relationship, as well as identifying its boundary conditions. The study suggests directions for future research and implications for managers and practitioners.

Based on social cognitive theory, this study aims to explore the influence of supervisor bottom-line mentality (SBLM) on employee knowledge behavior (knowledge territorial behavior and knowledge sabotage behavior). The study first investigates the role of an ethical decision-making mechanism (moral disengagement) in mediating this relationship. In addition, it considers the possible boundary conditions to supplement research on the influence of SBLM in the knowledge management field.

The authors collected 256 data points from employees across three stages using convenience sampling. The authors then tested the proposed hypothesis using hierarchical regression and bootstrap methods.

The results demonstrated that SBLM promotes employees’ moral disengagement, leading to more knowledge territorial behavior and knowledge sabotage behavior. Furthermore, high power distance orientation among employees exacerbates the ill effects of SBLM according to the first stage of a moderated mediation model. Employees with such an orientation are more likely to respond to a SBLM by exhibiting a higher level of moral disengagement, thus increasing their knowledge territorial behavior and knowledge sabotage behavior.

Research on the influence of SBLM in the knowledge management field is limited. This study not only clarifies the relationships between SBLM and two types of knowledge behavior (knowledge territorial behavior and knowledge sabotage behavior) but also enriches the research on the antecedents of these two types of knowledge behavior.

The purpose of this study is to investigate the concept of vicarious moral cleansing and scrutinize whether unethical behavior of leaders initiate moral cleansing in subordinates or not. This study also highlights a boundary condition under which employees are motivated to cleanse their moral self-image through increased organizational citizenship behaviors and decreased counterproductive work behaviors.

The study is quantitative based on hypothesis testing. By adopting convenience sampling technique, employees working at all managerial levels of service sector organizations were asked to fill out the questionnaires. Being a time-lagged study, data for independent variable (unethical leadership) and moderator (relational self-construal) were collected at T1, data for mediator (moral self-image) were collected at T2 and data for outcomes (OCBs, CWBs) were collected at T3 from same respondents. To rule out the possibility of common method bias and social desirability bias, a multi-wave design was adopted and respondents were asked to provide unique keys/IDs instead of their names.

This study investigated the impact that unethical leaders impose on employee self-concept. Moreover, this study also explored the motivational tendencies of moral self-image. Findings suggest that employees' desirable or undesirable behaviors against leader are dependent upon the perceptions related with their own role, self-image and perception of leader's integrity and intentions. Leader's unethicality is perceived threatening for their own moral self-image and they deal with it constructively. This study has laid the foundation for presence of vicarious moral cleansing in organizational setup, and it is advised that researchers must investigate this phenomenon in different settings to provide useful insights.

Due to lack of resources, employing a pure longitudinal research design was not feasible, and therefore a time-lagged research design was used to gather data from only two cities of Pakistan. However, authors believe that a longitudinal research design, with data collection from a larger sample, will provide more fine-grained results. Secondly, use of perceived leader's integrity scale to measure unethical leadership is another limitation. Although the authors tried to address this issue by conducting an EFA and adopting only suitable items, yet a new scale which is able to measure the true essence of unethical leadership ought to be developed.

Use of moral self-image as an indicator of moral cleansing is an additional contribution of this study, as previous studies used levels of guilt as driving force behind moral cleansing and compensatory cleansing. Most of the studies on unethical leadership as well as moral cleansing took place in the Western context and scholars' stress that culture can substantially influence outcomes of these constructs. Thus, this study extends the literature on moral cleansing and moral self-regulation by developing and testing a model in cultural settings of Pakistan.

本研究擬探討間接感受到的道德清洗 (以下簡稱間接道德清洗) 這個概念；研究亦會仔細審視領袖的不道德行為會否在其下屬間引起道德清洗。就此而言，本研究亦強調了一個邊界條件，在這邊界條件之下，僱員透過組織公民行為的增加，以及為工作目標帶來負面影響的工作行為的減少得到激勵，進而淨化他們的道德自我形象。

本研究為一個基於假設檢定的量性研究；研究採用任意抽樣方法而進行。在服務業機構內不同管理階層工作的僱員被邀回答問卷；由於這是一個時滯研究，即使是同一的答覆者，IV (不道德的領導) 和仲裁人(關係型自我建構)的數據在T1收集，調解員 (道德自我形象) 的數據在T2收集，結果 (OCBs，CWBs) 的數據在T3收集，為了排除共同方法偏差和社會期許誤差的出現，研究採用多波浪設計，而且，答覆者必須提供獨一無二的密鑰或身份證明，而不是提供他們的名字。

本研究探討了不道德的領袖對僱員自我概念的影響；研究亦探索了可能推動道德自我形象的因素。研究結果暗示、僱員會做對領袖而言可取的行為與否，全視乎他們如何看待自己的角色和自我形象，也視乎他們對領袖的誠信和動機有甚麼看法。領袖若不道德，這會被認為會對僱員的道德自我形象做成威脅，在這情況下，僱員會積極地應付這個威脅。本研究為在組織架構內存有間接道德清洗這個觀點打下基礎。今後的研究學者或許應就不同的環境、對這個現象進行探討和研究，以使我們能更深刻地瞭解這個課題。

從前的研究均採用內疚的程度、作為道德清洗和補償清洗背後的推動力 (Liao et al., 2018) 。本研究另外的貢獻在於採用了道德自我形象、作為道德清洗的指標。以前關於不道德領導以及道德清洗的研究，大多以西方國家為背景。研究學者均強調文化因素會很大程度地影響這些觀念帶來的結果；因此，本研究透過設計一個以巴基斯坦文化為背景的模型、並對其進行測試、來擴展有關道德清洗及道德自我調節的文獻。

This paper aims to conduct a systematic literature review on prosocial rule-breaking (PSRB) and identify the underlying themes using content analysis.

The current review is based on a portfolio of 37 studies collected from different electronic databases. An extensive literature review is done following a four-step methodology to understand the field comprehensively.

The present article identified themes in the field of PSRB based on antecedents, consequences, moderators and mediators. Further, the identified themes are classified into individual, job and organizational levels. Through a conceptual framework, how antecedents impact PSRB is shown, which leads to diverse consequences.

Through this study, the authors attempt to help practitioners understand why PSRB behaviors occur in the workplace. Simultaneously, the authors' work helps managers identify potential strategies to evade the adverse effects of PSRB.

To the best of the authors' knowledge, this study is the first systematic review of PSRB. The review also highlighted the gaps and provided future research directions based on the theory, context, characteristics and methodology (TCCM) framework.

The purpose of this study is to examine how – if any – does message framing moderates the previously documented positive effect of organizational identification on unethical pro-organizational behavior (UPB).

The authors used vignette methodology to manipulate message framing and organizational identification in a 2 × 2 between-subjects experimental design to test research hypotheses. In total, 332 undergraduate students in the senior year of banking and management participated in the experiment. Two-way analysis of variance was used for data analyses.

Message framing is found to moderate the effect of organizational identification on UPB. Organizational identification posed a stronger effect on intentions to engage UPB when a supervisor announces a critical situation by using a positively framed message than (s)he frames it negatively.

Using undergraduate students as subjects is an important limitation to external validity and generalizability of the findings. More realistic field experiments can be conducted by using real employees and factual firms in future studies.

Managers should be careful when using over-motivating language to employees on critical issues. Under intense stress, a managerial message over-emphasizing “gain” can prompt highly identified employees to conduct misbehavior.

Unethical behavior brings negative consequences for organizations, even if it is conducted for the benefit of the organization. To prevent any tendency toward UPB, management communication must clearly highlight the delicate boundary between being attached to the organization and going beyond the rules for the organizational goals.

The study findings shed more light on the relationship between organizational identification and UPB, allowing us to see that the relationship is not always linear. In addition to over-identification, reciprocity and neutralization processes, the framing may be another explanation to varying effect of organizational identification on UPB. Supervisors’ communication style can influence employee behavior in controversial issues linked to UPB.