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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.

While most corporate social responsibility (CSR) research has focused on its positive effects, the potential “dark side” of CSR has received scant attention. Grounded in vicarious moral licensing theory and insights from related literature, the current study examines how employees' perceptions of external CSR could result in unintentional negative consequences like unethical pro-organizational behavior via psychological entitlement. The study also investigates the direct and conditional effects of private self-awareness.

A two-wave survey of 609 full-time employees from various occupations was conducted to empirically test the hypotheses. Several techniques and remedies were applied to control the quality of the sample data and mitigate the effects of potential common method bias.

The results demonstrate that unethical pro-organizational behavior can be an unintentional negative outcome of perceived external CSR, and psychological entitlement mediates the relationship.

This work contributes to the moral licensing literature by examining vicarious moral licensing in the work domain. It offers several new and significant implications for research on CSR, psychological entitlement, and unethical pro-organizational behavior. The results suggest that managers should be mindful of unethical pro-organizational behavior as a potential negative consequence of external CSR engagement.

This study is among the first attempts to examine vicarious moral licensing in the work domain and investigates a largely neglected research area – the negative aspect of external CSR.

The purpose of this study is to synthesize unethical pro-organizational behavior (UPB) research that has empirically examined consequences of UPB and to provide an actor-based perspective rooted in a dual pathway self-regulation model.

We first systematically reviewed the literature on the consequences of UPB. Given the duality of UPB (i.e. pro-organizational and unethical simultaneously), we followed with the theoretical development of a dual pathway model of UPB consequences and suggest propositions from an actor-based perspective.

We posited that the distinctive attributes of UPB give rise to corresponding and distinct employee attitudes and behaviors.

Taking an actor-based perspective and drawing on theories of moral self-regulation and self-consistency, we seek to (1) determine why some UPB actors’ self-evaluations of their UPBs focus on the pro-organizational nature of their behaviors versus the unethical nature of their behaviors (i.e. dual pathway) and (2) determine the potential consequences (i.e. actor’s behavioral and attitudinal responses) of each pathway.

Grounding upon moral cleansing and self-completion theories, this paper examines how workplace deviant behavior motivates employees to engage in subsequent compensatory actions—organizational citizenship behavior and prosocial behavior—triggered by the state of moral emotion – guilt. The article also explores and tests the role of task characteristics—task visibility—as a boundary condition in the guilt-mediated relationship between deviant employee behavior and compensatory behaviors.

A survey study on 396 full-time employees working for organizations operating in various industries is conducted to test the hypothesized mediated moderation model empirically. The authors conducted a structural equation modeling to provide empirical evidence for the proposed hypotheses.

Offering both theoretical and practical implications, the findings of the study revealed that a deviance-triggered state of guilt encourages subsequent reparative actions, such as organizational citizenship behavior and prosocial behaviors. The results also showed that the level of task visibility had a significant role as a boundary condition in the relationships between workplace deviant behavior and reparative behaviors.

Unlike previous research, which mainly found a negative connection between harming actions (i.e. deviant behavior) and helping behaviors (i.e. citizenship and prosocial behavior), this paper investigated and found how the state of guilt could be a mediator to link workplace deviant behavior to organizational citizenship behavior and prosocial behavior through moral cleansing and self-completion processes.

This study aims to examine how an employee’s engagement in innovative behavior (IB) can lead to the experience of aggressive actions from other members of an organization and the joint roles of employee in-role performance and task interdependence in this relationship.

A field study conducted among a diverse sample of employees working in various industries provided converging evidence for the theorized predictions. The sample of 204 full-time employees is included in the analyses.

The results confirmed that innovative employees can be targets of victimization in an organization and employees’ high in-role performance and high task interdependence jointly moderate the negative relationship between innovative performance and victimization.

The current study should be evaluated in light of some limitations, such as single-source data and the use of cross-sectional data.

It is advised that innovative individuals should accomplish their required duties in highly task-interdependent contexts to avoid harmful responses from peers. Managers should be aware of the potential negative side of IB. The data involving various industries provide evidence for the generalizability of the research findings and conclusions.

This paper advances the understanding of the consequences of creative behavior by examining the unexplored aspect that innovative employees can become victims of peer mistreatments. It also expands the understanding of negative outcomes of engaging in creativity by concurrently examining moderating roles of in-role behavior and task interdependence.

Organizational misbehavior (OMB) is a complex phenomenon for researchers and a major issue facing practitioners because of both its copious negative individual and organizational outcomes and its complexity. Researchers and practitioners are increasingly becoming aware of different types of work-related misbehaviors and their significant and costly consequences for both employees and organizations. OMB can take many forms, and a plethora of terms have been introduced to describe those OMBs. This article aims to review the constructs describing workplace misbehaviors in current organizational behavior literature.

The authors used a qualitative systematic review to organize OMB-related constructs.

This paper provides a review of workplace misbehavior constructs and a broader, more organized picture of OMB by developing a hierarchical reflective model. It highlights some challenges that the OMB literature needs to overcome.

Unlike previous review articles that primarily focused on workplace misbehaviors intended to cause harm or damage, this review includes misbehaviors intended to both damage and benefit.

el mal comportamiento organizacional (OMB) es un fenómeno complejo para los investigadores y un problema importante que enfrentan los profesionales, debido tanto a sus resultados negativos individuales y organizacionales como a su complejidad. Los investigadores y profesionales son cada vez más conscientes de los diferentes tipos de malas conductas relacionadas con el trabajo y sus consecuencias significativas y costosas tanto para los empleados como para las organizaciones. La OMB puede tomar muchas formas, y se han introducido una gran cantidad de términos para describir esas OMB. Este artículo revisa los constructos que describen los malos comportamientos en el lugar de trabajo en la literatura actual sobre comportamiento organizacional.

los autores utilizaron una revisión sistemática cualitativa para organizar los constructos relacionados con el mal comportamiento organizacional.

este documento proporciona una revisión de los constructos de mala conducta en el lugar de trabajo y una imagen más amplia y organizada de OMB mediante el desarrollo de un modelo reflexivo jerárquico. Destaca algunos desafíos que la literatura OMB debe superar.

a diferencia de los artículos de revisión anteriores que se centraron en las malas conductas en el lugar de trabajo con la intención de causar daño o perjuicio, esta revisión incluye las malas conductas con la intención tanto de dañar como de beneficiar.

o mal comportamento organizacional (OMB) é um fenômeno complexo para os pesquisadores e um problema importante que enfrenta os profissionais, devendo-se tanto aos resultados individuais e organizacionais quanto à sua complexidade. Os pesquisadores e profissionais são cada vez mais conscientes dos diferentes tipos de malas que se relacionam com o trabalho e suas conseqüências significativas e custosas tanto para os empregados para as organizações. La OMB pode tomar muitas formas, e introduz uma grande precisão de termos para descrever como OMB. Este artigo revisa os constructos que descrevem os maus comportamentos no lugar de trabalho na literatura atual sobre o comportamento organizacional.

os autores utilizam uma revisão sistemática de qualificação para organizar os constructos relacionados com o mau comportamento organizacional.

este documento fornece uma revisão dos construtores de má conduta no lugar de trabalho e uma imagem mais ampliada e organizada de OMB por meio do desarrollo de um modelo reflexivo jerárquico. Destaca alguns desafios que a literatura OMB deve superar.

a diferença dos artigos de revisão anteriores que se centralizaram nas más condutas no lugar de trabalho com a intenção de causar danos ou danos, esta revisão inclui as más condutas com a intenção de danificar como beneficiário.