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This paper aims to extend the concept of moral elevation from the individual level to the team/group level by introducing the notion of collective moral elevation (CME) and elucidating its emergence.

Drawing on social exchange theory and social capital arguments, this paper presents a conceptual framework that outlines the mechanisms through which moral norms, organizational symbols, social cohesion and repeated interactions facilitate the transition from individual internalization of norms to collective aggregation of moral elevation.

The proposed framework emphasizes the processual nature of CME, highlighting the importance of understanding sequences of events rather than merely examining static relationships between variables.

This paper is one of the pioneering academic works to offer a novel perspective on moral elevation, exploring its manifestation at the collective level and elucidating the dynamics of its emergence and evolution within teams and groups in organizational settings. Our proposed framework explicates how moral norms, organizational symbols, social cohesion, emulation and their iterations allow individuals to transition from individual internalization of norms to collective aggregation of moral elevation.

This study examines the impact of workplace bullying on workers’ innovative behavior, organizational citizenship behavior (OCB) and affective commitment while taking burnout into account as a potential mediator.

We hypothesize that workplace bullying will have a detrimental effect on employees’ capacity for innovative behavior and OCB, as well as impair their affective commitment to the company, based on the Conservation of Resource theory. We used cluster sampling to gather data from 249 bank employees, using structural equation modeling to evaluate our assumptions.

According to our research, there is a strong negative correlation between workplace bullying and innovative behavior, OCB and a reduction in affective commitment. Additionally, burnout was found to be a key mediator between these outcomes and workplace bullying, indicating a critical role for burnout in spreading the negative impacts of bullying on employees’ attitudes and behaviors.

The results of this study show how bullying at work harms employees’ innovative behavior, OCB and affective commitment, which might eventually lower organizational productivity and performance. It is important to develop a culture of creativity, increase employee engagement and strengthen organizational commitment by building a friendly and courteous work environment. Collectively addressing burnout and workplace bullying will increase employee well-being, job happiness and overall organizational success.