Studies have indicated that observers can infer information about others' behavioral intentions from others' emotions and use this information in making their own decisions. Integrating emotions as social information (EASI) theory and attribution theory, we argue that the interpersonal effects of emotions are not only influenced by the type of discrete emotion (e.g., anger vs. happiness) but also by the target of the emotion (i.e., how the emotion relates to the situation). We compare the interpersonal effects of emotions that are integral (i.e., related to the situation) versus incidental (i.e., lacking a clear target in the situation) in a negotiation context. Results from 4 studies support our general argument that the target of an opponent's emotion influences the degree to which observers attribute the emotion to their own behavior. These attributions influence observers' inferences regarding the perceived threat of an impasse or cooperativeness of an opponent, which can motivate observers to strategically adjust their behavior. Specifically, emotion target influenced concessions for both anger and happiness (Study 1, N = 254), with perceived threat and cooperativeness mediating the effects of anger and happiness, respectively (Study 2, N = 280). Study 3 (N = 314) demonstrated the mediating role of attributions and moderating role of need for closure. Study 4 (N = 193) outlined how observers' need for cognitive closure influences how they attribute incidental anger. We discuss theoretical implications related to the social influence of emotions as well as practical implications related to the impact of personality on negotiators' biases and behaviors. (PsycINFO Database Record

Summary While scholars have debated whether environmental factors (e.g., air pollution) can prompt unethical behavior (e.g., crime), we argue that the COVID‐19 pandemic provides a unique opportunity to inform this theoretical debate by elaborating on why these effects may occur, identifying how they can be overcome, and addressing methodological issues. Drawing on appraisal theories of emotion, we argue that appraising COVID‐19 (i.e., an environmental factor) as a threat can elicit anxiety. This can focus employees on their own self‐interest and prompt cheating behavior (i.e., unethical workplace behavior). However, we propose that these detrimental effects can be attenuated by prosocial messages (i.e., highlighting the meaningful and positive impact that employees' work can have on others). Our predictions were supported using a two‐wave survey ( N = 396) and an experiment ( N = 163) with samples of full‐time employees during the COVID‐19 pandemic. Theoretically, our studies inform this ongoing debate by highlighting the importance of state anxiety and self‐interest as key mechanisms and that drawing peoples' attention towards others can serve as a boundary condition. Practically, we provide insight into the ethical costs of COVID‐19 in the workplace and identify a simple yet effective strategy that organizations can use to curtail workplace cheating behavior.

Scholars have devoted significant attention to investigating when and why people cheat in organizations. However, there is increasing recognition that these behaviors can be difficult to eradicate, which points to the importance of understanding the consequences of cheating. Given that cheating violates moral norms that govern social relationships, it is critical to understand how cheating can influence social dynamics in the workplace. Drawing upon appraisal theories, we argue that cheating can have damaging consequences for individuals and their social relationships by eliciting shame. In turn, shame can reduce the extent to which individuals value receiving justice-a critical facilitator of social relationships in the workplace. We test our predictions across 6 studies using different samples and methodologies. In Study 1, we find that cheating is negatively associated with the importance people place on others upholding justice for them (i.e., overall justice values). In Studies 2-6, we demonstrate that shame plays a mediating role in this relationship, even in the presence of guilt and embarrassment. In Studies 3-5, we identify organizational identification as a moderator and show that the effect of cheating on shame is stronger for those with high (vs. low) identification. Theoretical implications include the importance of identifying the outcomes of cheating for individuals within organizational contexts, understanding the functional and dysfunctional consequences of shame, recognizing the differential effects of discrete emotions, and elucidating the role of identity within the context of cheating. We conclude with practical recommendations for managing cheating behaviors and their outcomes in the workplace.

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