Now showing items 1-5 of 5
“I don't want to be near you, unless…”: The interactive effect of unethical behavior and performance onto relationship conflict and workplace ostracism
(Wiley Online Library, 2016-03)
Examined through the lens of moral psychology, we investigate when and why employees’ unethical behaviors may be tolerated versus rejected. Specifically, we examine the interactive effect of employees’ unethical behaviors ...
Beyond the Bottom Line: Don’t Forget to Consider the Role of the Family
(SAGE Journals, 2021-07-18)
Our work investigates the influence of supervisor bottom-line mentality (SBLM) (i.e., a one-dimensional focus on bottom-line outcomes to the exclusion of other organizational priorities) on employees’ organizational ...
Employee unethical behavior to shame as an indicator of self-image threat and exemplification as a form of self-image protection: The exacerbating role of supervisor bottom-line mentality
(American Psychological Association, 2017-08)
Employee unethical behavior continues to be an area of interest as real-world business scandals persist. We investigate what happens after people engage in unethical behavior. Drawing from emotion theories (e.g., Tangney ...
“If Only My Coworker Was More Ethical”: When Ethical and Performance Comparisons Lead to Negative Emotions, Social Undermining, and Ostracism
(Springer Nature, 2018-03-21)
Drawing on social comparison theory, we investigate employees’ ethical and performance comparisons relative to a similar coworker and subsequent emotional and behavioral responses. We test our theoretically driven hypotheses ...
Management without morals: Construct development and initial testing of amoral management
(SAGE Journals, 2020-11-18)
What happens when leaders do not respond to the ethical components of business situations? We study this question by examining amoral management, which entails a lack of response from leaders during ethical situations. Our ...