亲组织不道德行为的多层次模型 *

删除或更新信息，请邮件至freekaoyan#163.com(#换成@)

本站小编 Free考研考试/2022-01-01

王晓辰¹, 高欣洁¹, 郭攀博²(

)

1 浙江工商大学工商管理学院, 杭州 310018
2 浙江广厦建设职业技术学院, 杭州 310012

收稿日期:2017-05-24出版日期:2018-06-10发布日期:2018-04-28
通讯作者:郭攀博E-mail:lguopanbo@hotmail.com

基金资助:* 浙江省自然科学基金(LY16G020006);浙江省哲学社会科学规划基金(17NDJC221YB);浙江省哲学社会科学规划基金(13ZJQN055YB);教育部人文社会科学基金(17YJC190012);浙江省一流学科(A类浙江工商大学工商管理学科 JYTgs20171106);浙江工商大学研究生科研创新基金(16020000501)

A multi-level integrated model of unethical pro-organizational behavior

WANG Xiaochen¹, GAO Xinjie¹, GUO Panbo²(

)

1 School of Business Administration, Zhejiang Gongshang University, Hangzhou 310018, China
2 Guangsha College of Applied Construction Technology, Hangzhou 310012, China

Received:2017-05-24Online:2018-06-10Published:2018-04-28
Contact:GUO Panbo E-mail:lguopanbo@hotmail.com

摘要/Abstract

摘要： 亲组织不道德行为(unethical pro-organizational behavior, UPB)是指旨在促成组织有效运作, 而违背社会的核心价值观、法律、或道德标准的行为。这一概念从一个全新的角度解释不道德行为的心理机制, 引起各界广泛关注。研究者梳理了UPB的概念与测量, 分析了与其他相关概念之间的比较, 建立了多层次的整合模型。未来研究应进一步完善UPB的概念、维度与测量, 开展其跨层次研究, 关注UPB的本土化研究。

图/表 2

表1UPB与相关概念的对比

相关概念	区别	联系	相关研究
“必须的恶行”	“必须的恶行”可能对社会有利, 可能属于道德行为; UPB只属于不道德行为。	UPB旨在对组织有利, “必须的恶行”在某种层面上也对组织有利。	Molinsky & Margolis (2005)
偏差行为	偏差行为包含道德行为与不道德行为, 但不关注行为背后的动机; UPB不仅是一种不道德行为, 还关注行为的隐含动机。	UPB是对偏差行为的补充。	Warren (2003)
组织不当行为	组织不当行为包括道德行为与不道德行为, 但并不基于社会交换理论; UPB只包括不道德行为, 以社会交换为理论基础, 关注不道德行为对实体的潜在影响。	组织不当行为中包含的“帮助组织的行为”的概念与UPB不谋而合。	Vardi & Weitz (2004)

表1UPB与相关概念的对比

相关概念	区别	联系	相关研究
“必须的恶行”	“必须的恶行”可能对社会有利, 可能属于道德行为; UPB只属于不道德行为。	UPB旨在对组织有利, “必须的恶行”在某种层面上也对组织有利。	Molinsky & Margolis (2005)
偏差行为	偏差行为包含道德行为与不道德行为, 但不关注行为背后的动机; UPB不仅是一种不道德行为, 还关注行为的隐含动机。	UPB是对偏差行为的补充。	Warren (2003)
组织不当行为	组织不当行为包括道德行为与不道德行为, 但并不基于社会交换理论; UPB只包括不道德行为, 以社会交换为理论基础, 关注不道德行为对实体的潜在影响。	组织不当行为中包含的“帮助组织的行为”的概念与UPB不谋而合。	Vardi & Weitz (2004)

图1UPB的多层次整合模型

参考文献 41

[1]	林英晖, 程垦 . ( 2016). 领导–部属交换与员工亲组织非伦理行为: 差序格局视角. 管理科学, 29( 5), 57-70. doi: 10.3969/j.issn.1672-0334.2016.05.005 URL
[2]	谭亚莉, 廖建桥, 李骥 . ( 2011). 管理者非伦理行为到组织腐败的衍变过程、机制与干预: 基于心理社会微观视角的分析. 管理世界, ( 12), 68-77.
[3]	吴明证, 沈斌, 孙晓玲 . ( 2016). 组织承诺和亲组织的非伦理行为关系: 道德认同的调节作用. 心理科学, 39( 2), 392-398.
[4]	张桂平 . ( 2016). 职场排斥对员工亲组织性非伦理行为的影响机制研究. 管理科学, 29( 4), 104-114. doi: 10.3969/j.issn.1672-0334.2016.04.009 URL
[5]	赵红丹, 周君 . ( 2017). 企业伪善、道德推脱与亲组织非伦理行为: 有调节的中介效应. 外国经济与管理, 39( 1), 15-28.
[6]	郑睦凡, 赵俊华 . ( 2013). 权力如何影响道德判断行为: 情境卷入的效应. 心理学报, 45( 11), 1274-1282.
[7]	Ashforth, B. E., & Anand, V. (2003). The normalization of corruption in organizations. Research in Organizational Behavior, 25, 1-52. doi: 10.1016/S0191-3085(03)25001-2 URL
[8]	Astakhova, M. N., & Porter, G. (2015). Understanding the work passion-performance relationship: The mediating role of organizational identification and moderating role of fit at work. Human Relations, 68( 8), 1315-1346. doi: 10.1177/0018726714555204 URL
[9]	Bandura, A. (1999). Moral disengagement in the perpetration of inhumanities. Personality and Social Psychology Review, 3( 3), 193-209. doi: 10.1207/s15327957pspr0303_3 URLpmid: 15661671
[10]	Bersoff, D. M . ( 1999). Why good people sometimes do bad things: Motivated reasoning and unethical behavior. Personality and Social Psychology Bulletin, 25( 1), 28-39. doi: 10.1016/S1529-2096(01)03015-2 URL
[11]	Castille C. M., Buckner J. E., & Thoroughgood C. N . ( 2016). Prosocial citizens without a moral compass? Examining the relationship between machiavellianism and unethical pro-organizational behavior. Journal of Business Ethics. doi: 10.1007/s10551-016-3079-9 doi: 10.1007/s10551-016-3079-9 URL
[12]	Chen M., Chen C. C., & Sheldon O. J . ( 2016). Relaxing moral reasoning to win: How organizational identification relates to unethical pro-organizational behavior. Journal of Applied Psychology, 101( 8), 1082-1096. doi: 10.1037/apl0000111 URLpmid: 27100068
[13]	Cropanzano, R., & Mitchell, M. S . ( 2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31( 6), 874-900.
[14]	DeCelles K. A., DeRue D. S., Margolis J. D., & Ceranic T. L . ( 2012). Does power corrupt or enable? When and why power facilitates self-interested behavior. Journal of Applied Psychology, 97, 681-689. doi: 10.1037/a0026811 URLpmid: 22250668
[15]	Donaldson, T., & Dunfee, T. W . ( 1994). Toward a unified conception of business ethics: Integrative social contracts theory. Academy of Management Review, 19( 2), 252-284. doi: 10.5465/AMR.1994.9410210749 URL
[16]	Effelsberg D., Solga M., & Gurt J . ( 2014). Transformational leadership and follower’s unethical behavior for the benefit of the company: A two-study investigation. Journal of Business Ethics, 120( 1), 81-93. doi: 10.1007/s10551-013-1644-z URL
[17]	Emerson, R. M . ( 1976). Social exchange theory. Annual Review of Sociology, 2, 335-362. doi: 10.1146/annurev.so.02.080176.002003 URL
[18]	Festinger, L., & Carlsmith, J. M . ( 1959). Cognitive consequences of forced compliance. Journal of Abnormal and Social Psychology, 58( 2), 203-210. doi: 10.1037/h0033627 URLpmid: 13640824
[19]	Graham K. A., Ziegert J. C., & Capitano J . ( 2015). The effect of leadership style, framing, and promotion regulatory focus on unethical pro-organizational behavior. Journal of Business Ethics, 126( 3), 423-436. doi: 10.1007/s10551-013-1952-3 URL
[20]	Greenberg, J. (1997). The STEAL motive: Managing the social determinants of employee theft. In R. A. Giacalone & J. Greenberg (Eds.), Antisocial behavior in organizations(pp. 85-108). California: SAGE Publications.
[21]	Kalshoven K., van Dijk H., & Boon C . ( 2016). Why and when does ethical leadership evoke unethical follower behavior? Journal of Managerial Psychology, 31( 2), 500-515. doi: 10.5465/AMBPP.2013.13515abstract URL
[22]	Kish-Gephart J., Detert J., Trevi?o L. K., Baker V., & Martin S . ( 2014). Situational moral disengagement: Can the effects of self-interest be mitigated? Journal of Business Ethics, 125( 2), 267-285. doi: 10.1007/s10551-013-1909-6 URL
[23]	Kong, D. T . ( 2016). The pathway to unethical pro-organizational behavior: Organizational identification as a joint function of work passion and trait mindfulness. Personality and Individual Differences, 93, 86-91. doi: 10.1016/j.paid.2015.08.035 URL
[24]	Krebs, D. L . ( 2005). An evolutionary reconceptualization of Kohlberg’s model of moral development. In R. L. Burgess & K. MacDonald (Eds.), Evolutionary perspectives on human development ( 2nd ed., pp. 243-274). Thousand Oaks, CA: Sage Publications. doi: 10.4135/9781452233574.n9 URL
[25]	Matherne, C. F., & Litchfield, S. R . ( 2012). Investigating the relationship between affective commitment and unethical pro-organizational behaviors: The role of moral identity. Journal of Leadership, Accountability and Ethics, 9( 5), 35-46.
[26]	Miao Q., Newman A., Yu J., & Xu L . ( 2013). The relationship between ethical leadership and unethical pro-organizational behavior: Linear or curvilinear effects. Journal of Business Ethics, 116( 3), 641-653. doi: 10.1007/s10551-012-1504-2 URL
[27]	Molinsky, A., & Margolis, J. (2005). Necessary evils and interpersonal sensitivity in organizations. Academy of Management Review, 30( 2), 245-268. doi: 10.2307/20159118 URL
[28]	Moore C., Detert J. R., Trevi?o L. K., Baker V. L., & Mayer D. M . ( 2012). Why employees do bad things: Moral disengagement and unethical organizational behavior. Personnel Psychology, 65( 1), 1-48. doi: 10.1111/j.1744-6570.2011.01237.x URL
[29]	Peterson, D. (2004). Perceived leader integrity and ethical intentions of subordinates. The Leadership and Organization Development Journal, 25( 1), 7-23. doi: 10.1108/01437730410512741 URL
[30]	Rest, J. R . ( 1986). Moral development: Advances in research and theory. New York: Praeger.
[31]	Ryan, R. M., & Deci, E. L . ( 2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55( 1), 68-78. doi: 10.1037/0003-066X.55.1.68 URL
[32]	Tajfel, H., & Turner, J. C . ( 1986). The social identity theory of intergroup behavior. In S. Worchel & W. G. Austin (Eds.), Psychology of intergroup relations( 2nd ed., pp. 7-24). Chicago: Nelson-Hall.
[33]	Tett, R. P., & Burnett, D. D . ( 2003). A personality trait-based interactionist model of job performance. Journal of Applied Psychology, 88( 3), 500-517. doi: 10.1037/0021-9010.88.3.500 URLpmid: 12814298
[34]	Thau S., Derfler-Rozin R., Pitesa M., Mitchell M. S., & Pillutla M. M . ( 2015). Unethical for the sake of the group: Risk of social exclusion and pro-group unethical behavior. Journal of Applied Psychology, 100( 1), 98-113. doi: 10.1037/a0036708 URLpmid: 24773402
[35]	Tian, Q., & Peterson, D. K . ( 2016). The effects of ethical pressure and power distance orientation on unethical pro-organizational behavior: The case of earnings management. Business Ethics: A European Review, 25( 2), 159-171. doi: 10.1111/beer.12109 URL
[36]	Trevi?o L. K., Weaver G. R., & Reynolds S. J . ( 2006). Behavioral ethical in organizations: A review. Journal of Management, 32( 6), 951-990.
[37]	Umphress E. E., Bingham J. B., & Mitchell M. S . ( 2010). Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior. Journal of Applied Psychology, 95( 4), 769-780. doi: 10.1037/a0019214 URLpmid: 20604596
[38]	Umphress, E. E., & Bingham, J. B . ( 2011). When employees do bad things for good reasons: Examining unethical pro-organizational behaviors. Organization Science, 22( 3), 621-640. doi: 10.1287/orsc.1100.0559 URL
[39]	Vadera, A. K., & Pratt, M. G . ( 2013). Love, hate, ambivalence, or indifference? A conceptual examination of workplace crimes and organizational identification. Organization Science, 24( 1), 172-188. doi: 10.1287/orsc.1110.0714 URL
[40]	Vardi, Y., & Weitz, E. (2004). Misbehavior in organizations: Theory, research, and management. New Jersey: Lawrence Erlbaum Associates.
[41]	Warren, D. E . ( 2003). Constructive and destructive deviance in organizations. The Academy of Management Review, 28( 4), 622-632. doi: 10.2307/30040751 URL