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There are no 'card slaves' but only cardholders who cannot meet their obligations. Recently, the issue that people are plagued by huge credit card debt has become more serious in Taiwan. This study proposed a model linking personality traits (locus of control (LOC) and risk-taking propensity), general ethical judgments regarding credit card use, and behavioral intention to not repay credit card expenses. External LOC and risk-taking propensity can predict intention to not repay through ethical judgments. Furthermore, external LOC can directly affect the intention. The model has been empirically justified by using the data collected from 448 credit cardholders in Taiwan (at least 20 years old). Those with ethical judgments of actively benefiting from illegal activities or passively benefiting at the expense of others tend to have an intention to not repay. By understanding the causes of not repaying credit card expenses, financial service providers should be able to effectively reduce card bad debts. In particular, relationship marketing strategies are helpful to mitigate cardholders' intention to passively not repay.

Purpose The purpose of this paper is to develop and test a model of team performance by applying social exchange and social capital perspectives in a single model setting. It hypothesizes that team performance is indirectly affected by politics through leader–member capitalization (LMC) and by ethical leadership through leader–member exchange (LMX). Meanwhile, team identification is hypothesized to moderate the relationships between politics and LMC and between ethical leadership and LMX. Design/methodology/approach The hypotheses of this study were empirically tested using a survey of work teams from the banking and insurance industry in Taipei, Taiwan. Findings The relationship between team performance and ethical leadership is fully mediated by LMX, while the indirect relationship between team performance and politics is mediated via both LMC and LMX. Team identification positively moderates the relationship between ethical leadership and LMX. Originality/value This study is one of the few to examine the mediating roles of LMC and LMX simultaneously in team performance development. This study provides several key findings that complement the existing literature by evaluating fresh associations among LMC, LMX and their determinants and moderator.