In recent years, organizational scholars have increasingly focused on various forms of bad behavior in the workplace. Notable examples of these behaviors include deviance, aggression, antisocial behavior, and violence. Unfortunately, as this body of work has grown, so too has a proliferation of concepts, constructs, and definitions. This article reviews the literature regarding the general set of concepts and constructs relating to bad behavior in organizations. The authors identify both areas of uniqueness as well as areas of overlap among these various concepts and constructs. They also propose a typology to guide future theory development and empirical research.
Recent events at Enron, K-Mart, Adelphia, and Tyson would seem to suggest that managers are still experiencing ethical lapses. These lapses are somewhat surprising and disappointing given the heightened focus on ethical considerations within business contexts during the past decade. This study is designed, therefore, to increase our understanding of the forces that shape ethical perceptions by considering the effects of business school education as well as a number of other individual-level factors (such as intra-national culture, area of specialization within business, and gender) that may exert an influence on ethical perceptions. We found significant effects for business education, self-reported intranational culture, area of specialization within business, and gender for some and/or all areas of ethics examined (i.e., deceit, fraud, self-interest, influence dealing, and coercion). One of our most encouraging findings is that tolerance for unethical behavior appears to decrease with formal business education. Despite the prevalent stereotype that business students are only interested in the bottom line or that business schools transform idealistic freshman into self-serving business graduates, our results suggest otherwise. Given the heightened criticism of the ethicality of contemporary managerial behavior, it is heartening to note that, even as adults, individuals can be positively affected by integration of ethics training.
Purpose -The aim of this paper is to clarify distinct aspects of firm culture, delineate its effects on performance outcomes, and to examine culture intensity on theoretic grounds with attention to its effects and limits. Design/methodology/approach -The study analyzes a data set of 2,657 individual cases that are empirically aggregated into 302 organizational units. Its operationalization of culture intensity derives from distinct culture theory. Hypothesized relations are examined via structural equation modeling and hierarchical regression analysis. Findings -Structural equation modeling results show culture relates positively to cooperation, coordination, and performance. Hierarchical regression analysis results show intensity influences cooperation and coordination directly and does not moderate culture's relations with those outcomes. Research limitations/implications -The large scale empirical study of a broad diversity of firms has advantages over smaller and more targeted studies of lesser generalizability. Practical implications -Firms with cultures of higher intensity can enhance performance indirectly by driving cooperation and coordination directly. Social implications -Culture entails shared values and touches the human side of a firm. Managers can promote a firm's culture to enhance cooperation and coordination outcomes within that firm which, in turn, influence firm performance. Originality/value -This study distinguishes culture from climate on conceptual grounds. Climate strength, an analog of culture intensity, is known to moderate climate's relations with outcomes. By contrast, this study shows that culture intensity has a main effect on outcomes, in line with culture's distinct theoretic bases.
This paper examines the relationship between university mission statements and sustainability practices by institutions of higher education. We examine mission statement constructs and the degree to which higher educational institutions meet specific sustainability criteria in line with the College Sustainability Report Card. Our sample consists of 347 universities from the Sustainable Endowment Institute's (2011) Green Report Card. Previous research suggests that mission statements are essential for superior organizational performance outcomes. We examine the relationship between university mission statement content and sustainability practices. Findings indicate that the greater the number of specific terms used in the university mission statements, the higher the statistical likelihood that those universities had higher sustainability ratings. Findings also indicate that private institutions and nonreligious-affiliated institutions are more likely to include sustainability Yvette P. Lopez is an Associate Professor in the Driehaus College of Business at DePaul University, where she teaches courses at the undergraduate and graduate levels in management, organizational behavior, and leadership. Her research interests are in the areas of workplace violence, workplace deviance, workplace bullying, business ethics, psychological contracts, and leadership.Business and Society Review 123:2 341-368 bs_bs_banner constructs in their mission statements than colleges and universities with religious affiliation and public institutions. Several propositions to guide future research are discussed.
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