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The purpose of this study is to investigate the influence of organizational cynicism on prosocial voice and defensive silence and to verify the mediating role of workplace bullying in these relationships.

A cross-sectional survey design with a sample of 205 individuals was used in this study.

The hypotheses were confirmed as organizational cynicism plays a significant and negative influence on prosocial voice and a significant and positive influence on defensive silence. In addition, workplace bullying partially mediates both relationships.

This study contributes to a deeper understanding of organizational cynicism and workplace bullying influences on prosocial voice and defensive silence. It investigates a relationship that, to the best of the authors’ knowledge, has not been studied yet. It also contributes to the discussion regarding the close relationship between prosocial voice and defensive silence.

In this article, we situate organizational cynicism at the nexus of the related constructs of burnout, stress, and antisocial behavior. We expand Dean, Brandes, and Dharwadkar's (1998) notion of behavioral cynicism to include cynical humor and cynical criticism. We also propose that cynical behavior has important, non-linear effects on employee work performance. Finally, we suggest that cynical behavior may act as a coping mechanism for employees and that such behavior moderates the stress–performance relationship.

Many consumer-focused corporate social responsibility (CSR) studies suggest a positive link between the responsibility demonstrated by a company and consumers’ intention to favor the company in their purchases. Yet an analogous causal effect between corporate social and financial performances is not evident. This chapter conceptualizes how social desirability and cynicism contribute to the discrepancy between consumers’ attitudes and their actual purchase behavior, and analyzes why consumer choices indicated in surveys do not consistently convert into actions.

We develop a conceptual framework based on hybrid choice modeling to estimate the impact of two new variables, Corporate Social Desirability and Corporate Social Cynicism, on CSR research. The model presented synthesizes research findings from the fields of CSR and psychology with a discrete choice methodology that allows inclusion of psychological aspects as latent variables.

The goal of the framework is to bridge the gap between choices stated by consumers in CSR surveys and their actual choices by quantifying and extracting the effects of biases that otherwise threaten the validity of such survey results. As the next step, the practical value of the model must be evaluated through empirical research combining a CSR choice study with social desirability and cynicism measurement.

The framework proposes a novel way of controlling CSR surveys for potential biases created by social desirability and cynicism and enables quantification of this impact, with potential application to other fields where psychological aspects may distort research results. Future empirical evidence based on the framework may also offer new insights into the mechanisms by which the two biases distort findings.

Guided by the cognitive-affective system theory of personality (CAPS), this study aims to investigate the parallel mediating effects of cognitive and affective cynicism on the relationship between illegitimate tasks and employees’ adaptive performance. It also proposes growth need strength as a moderating variable for relationships between illegitimate tasks and employees’ adaptive performance.

Using a time-lagged design, data were gathered from 330 frontline hotel employees in China.

The authors found that the presence of illegitimate tasks is negatively associated with employees’ adaptive performance, this relationship being mediated by cognitive and affective cynicism. Growth need strength weakens the negative impacts of cognitive and affective cynicism on employees’ adaptive performance. In addition, the indirect effect of illegitimate tasks on employees’ adaptive performance via cognitive and affective cynicism is stronger for employees with lower levels of growth need strength.

Hotel managers must heed the negative impact of illegitimate tasks. Furthermore, they should underscore the importance of promoting a harmonious and positive organizational culture and atmosphere. Naturally, hotel managers must also establish effective communication with employees, assisting them in fostering a desire for excellence in their work.

This study provides valuable insights for the hospitality industry by investigating how illegitimate tasks hold sway over hotel employees’ adaptive performance. The study uses a moderated dual-path model to uncover the mechanisms behind this impact and the influence of boundary conditions, thereby expanding the understanding of the topic.

This study examines the effect of personality traits on organizational cynicism (OC). It explores, also, OC's predictive power on Employee Performance (EP) in Pakistan.

This is a quantitative study in which the authors employed a survey questionnaire to collect cross-sectional data from the academic leaders of Pakistan's Higher Education Institutes (HEIs). The authors utilized 325 usable cases to arrive at this study's findings.

The Structural Equation Model (SEM) analysis shows a positive and significant effect of agreeableness, extraversion, Emotional Stability (ES), conscientiousness and openness to experience on Cognitive Cynicism (CC), Affective Cynicism (AC) and Behavioural Cynicism (BC). Moreover, CC, AC and BC have proven to be negative and insignificant predictors of EP.

This study's findings offer additional insights to understanding the direct connection between personality traits, OC and EP. Therefore, the findings support the development of effective policies and organizational setups to manage OC through personality traits. The findings assist, also, in understanding OC and its adverse effects on EP. Finally, the findings further add to the depth of the literature through empirical confirmation by academic leaders.

This study's findings offer the original contribution of personality traits, OC and EP among HEIs' academic leaders in a developing country.

With the spread of COVID-19, governments have initiated lockdown procedures and forced organizations to switch to remote working. Employees working remotely in isolated and confined situations are experiencing great stress and uncertainty. This study aims to investigate how remote workers perform during lockdowns.

Drawing on social information processing theory, this study developed and tested hypotheses linking professional isolation, cynicism and task performance. This study was comprised of 497 remote workers in the financial industry in China.

The findings revealed that professional isolation is positively related to cynicism, and cynicism is negatively related to task performance. Cynicism mediates the relationship between professional isolation and task performance. The results indicated that psychological hardiness moderated the mediation effect of professional isolation on task performance through cynicism.

This research offers implications for managers and practitioners on reducing employees' feeling of isolation through effective communication, collaboration and support via online platforms and preventing and reducing cynicism by introducing clear organizational policy and practice to balance job demands and job resources. Meanwhile, managers can develop commitment, control and challenge components of employees' psychological hardiness to enhance job performance.

This study extends the remote working literature in a crisis situation and fills the gap in the cynicism literature by understanding the role played by cynicism for remote workers. The current study also adds to the literature by highlighting the importance of psychological hardiness for remote workers during the pandemic.

Based on the cognition–affect–conation pattern, this study explores the factors that affect the intention to use facial recognition services (FRS). The study adopts the driving factor perspective to examine how network externalities influence FRS use intention through the mediating role of satisfaction and the barrier factor perspective to analyze how perceived privacy risk affects FRS use intention through the mediating role of privacy cynicism.

The data collected from 478 Chinese FRS users are analyzed via partial least squares-based structural equation modeling (PLS-SEM).

The study produces the following results. (1) FRS use intention is motivated directly by the positive affective factor of satisfaction and the negative affective factor of privacy cynicism. (2) Satisfaction is affected by cognitive factors related to network externalities. Perceived complementarity and perceived compatibility, two indirect network externalities, positively affect satisfaction, whereas perceived critical mass, a direct network externality, does not significantly affect satisfaction. In addition, perceived privacy risk generates privacy cynicism. (3) Resistance to change positively moderates the relationship between privacy cynicism and intention to use FRS.

This study extends knowledge on people's use of FRS by exploring affect- and cognitive-based factors and finding that the affect-based factors (satisfaction and privacy cynicism) play fully mediating roles in the relationship between the cognitive-based factors and use intention. This study also expands the cognitive boundaries of FRS use by exploring the functional condition between affect-based factors and use intention, that is, the moderating role of resistance to use.

A traditional view of an ideal workplace is an organization with a justice climate and a supportive atmosphere. Over the past years, justice and support practices in the workplace have received significant scholarly, practical and even political attention. Unfortunately, theoretical underpinnings and literature associated with these themes vary across multiple disciplines, cultural and contextual settings. To fill the void from the Turkish contextual perspective, the present study aims to examine the association among perceived organizational support (POS), organizational justice and cynicism.

The sample was chosen from the public employees in the central organization of two ministries in Ankara Province. Data through questionnaires were collected by the conveniency method from a total of 326 public employees. The proposed model is analyzed withvariance-based structural equation modeling technique.

Results suggest that POS and organizational justice exert a negative impact on cynicism. In particular, as employees-POS and organizational justice increases, the tendency for organizational cynicism decreases.

In today’s dynamic environment, controlling and reducing the cynicism, which emerges as an important threat to the success of organizations, of employees has become essential in obtaining a sustainable competitive advantage. The originality of this research stems from its ability to put forward how to manage and control cynicism, with the help of organizational support and organizational justice and hence have a power that increases personal and organizational efficiency and performance from the Turkish contextual perspective. There is limited research examining the relationship among organizational POS, organizational justice and cynicism in the Turkish context.

This paper aims to discover the effect of cultural diversity challenges (organizational communication, work- related discrimination and training) on physicians’ cognitive, affective and behavioral cynicism in the context of public hospitals, Menoufia (Egypt).

A total of 360 physicians at public hospitals in Menoufia (Egypt) were contacted and all of them received a set of questionnaires. After five follow ups, a total of 240 responses were collected with a response rate of 66.67 per cent.

The findings suggest that only communication is considered the main and significant predictor for cognitive, affective and behavioral cynicism. Accordingly, when physicians perceive well-coordinated and balanced communication, they feel that their hospital has an adequate level of integrity and consequently will have a positive attitude toward it.

Through well-formulated organizational communication, the hospital administration can decrease the organizational cynicism among physicians and subsequently their unwanted behavior. It is needless to say that when physicians experience an open-door communication climate, they experience a sense of psychological safety and give their very best.

This paper contributes by filling a gap in management and organization literature, in which empirical studies on cultural diversity and organizational cynicism were limited until now.

This study aims to construct and empirically test a theoretical model of a mediated relationship between ethical leadership and organizational cynicism.

From a communication perspective, this study examines the underlying mechanism of the association between ethical leadership and organizational cynicism. A cross-sectional survey was sent to participants in different occupations. Path analysis was used to test the overall model fit.

The results indicate that ethical leadership has both a direct and indirect effect on organizational cynicism through the mediating role of leader-member exchange (LMX) and organizational identification. However, a surprising finding is that the mediating mechanisms of LMX and organizational identification are not in a parallel structure, but in a serial pattern. That is, the mediating role of LMX is further mediated by organizational identification.

This study contributes to the literature in several aspects. First, the study sheds light on leadership as an important source of organizational cynicism. In particular, the theoretical model presents pathways that show how the predictive effects of ethical leadership on organizational cynicism are mediated through leader-member relationships and organizational identification. Second, the theoretical analysis on the mediating process highlights the role of communication in facilitating the influence of leadership and constructing organizational identification. Third, the mediating model offers concrete guidance for organizations in their attempt to mitigate organizational cynicism.