The role of organizational culture in the relationship between affective organizational commitment and unethical pro-organizational behavior

IF 3.1 4区 管理学 Q2 MANAGEMENT
Julia A. Fulmore, Kim Nimon, Thomas Reio
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引用次数: 0

Abstract

Purpose

This study responded to the call to empirically reconcile conflicting findings in unethical pro-organizational behavior (UPB) literature. It did so by examining the influence of organizational culture on the relationship between affective organizational commitment and UPB.

Design/methodology/approach

Using a sample of 710 U.S. service sector employees based on a three-wave data collection design, structural invariance assessment was utilized to evaluate the relationship between affective organizational commitment and UPB across organizational cultures with opposing effectiveness criteria (i.e. focused on stability vs flexibility).

Findings

The result indicated a statistically significant positive direct effect between affective organizational commitment and UPB for the stability-focused cultures, while finding a statistically insignificant effect for the flexibility-focused cultures. These results support organizational culture research, which shows that organizational cultures with opposing effectiveness criteria (i.e. stability vs flexibility) can either encourage or discourage ethical behavior.

Practical implications

While leaders and managers encourage employee commitment to the organization, it is important to understand that increased organizational commitment is not limited to positive outcomes. Cultivating elements of flexibility-oriented cultures, like promoting teamwork (as in clan cultures) or fostering innovation and adaptability (as in adhocracy cultures), can be a strategic approach to minimize the chances of UPB among committed employees.

Originality/value

By integrating insights from social exchange theory, Trevino’s interactionist model and the competing values framework, we have contributed to a nuanced understanding of how different organizational cultures can suppress or stimulate UPB.

组织文化在情感性组织承诺与不道德亲组织行为之间关系中的作用
目的本研究响应了通过实证研究调和不道德的亲组织行为(UPB)文献中相互矛盾的研究结果的号召。通过研究组织文化对情感性组织承诺与 UPB 之间关系的影响来实现这一目的。设计/方法/途径采用三波数据收集设计,以 710 名美国服务业员工为样本,利用结构不变性评估来评估不同组织文化中情感性组织承诺与 UPB 之间的关系,这些组织文化的有效性标准是截然相反的(即注重稳定性与灵活性)。结果表明,在注重稳定性的文化中,情感性组织承诺与 UPB 之间存在统计意义上显著的正向直接影响,而在注重灵活性的文化中,两者之间的影响在统计意义上并不显著。这些结果支持了组织文化研究,该研究表明,具有对立有效性标准(即稳定性与灵活性)的组织文化既可以鼓励道德行为,也可以阻碍道德行为。原创性/价值通过整合社会交换理论、特雷维诺的互动论模型和价值观竞争框架的观点,我们对不同的组织文化如何抑制或激发UPB有了细致入微的了解。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
5.50
自引率
6.20%
发文量
26
期刊介绍: ■Communication and its influence on action ■Developments in leadership styles ■How managers achieve success ■How work design affects job motivation ■Influences on managerial priorities and time allocation ■Managing conflicts ■The decision-making process in Eastern and Western business cultures
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