Can Illegal Corporate Behavior Be Predicted? An Event History Analysis.

Baucus, Melissa S.; Near, Janet P.

doi:10.2307/256300

Cited by 366 publications

(300 citation statements)

References 27 publications

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“…From the above statistics, sub-hypothesis (2), which states that CWB does not differ signifi cantly with respect to age, is not supported by the fi nding of this study; hence, it is hypothesized that CWB signifi cantly differs between the age-groups of employees in the Nigerian maritime industry. This fi nding corroborates the fi nding of the studies carried out by Baucus and Near (1991) and Martinko, Gundlach, and Douglas (2002). On the other hand, it contradicts the fi nding reported by Paul-Titus (2009) and Uchenna (2013).…”

Section: Testing Of Hypothesessupporting

confidence: 82%

Counterproductive Work Behaviors: a Socio-Demographic Characteristic-Based Study among Employees in the Nigerian Maritime Sector

Uche

George

Wuraola

2017

Acta Universitatis Sapientiae, Economics and Business

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Abstract. The prevalence of counterproductive work behavior (CWB) does not only differ across industries but also varies signifi cantly according to sociodemographic characteristics. This study examines CWB and socio-demographic characteristics among selected employees in the Nigerian maritime industry. Causal research design was adopted to survey 1,000 employees selected through multistage sampling approach in three selected parastatals (Nigerian Ports Authority, Nigerian Maritime Administration and Safety Agency, and Nigerian Shippers Council). The data obtained were analyzed with ANOVA and t-test. Based on the analysis carried out, CWB was found to be signifi cantly related to gender, age, marital status, employee cadre, and income, while employees' level of educational attainment is not signifi cantly related to CWB. Based on the abovementioned fi ndings, the study concludes that the level of education is not signifi cantly connected to the employees' propensity towards CWB, while other socio-demographic variables are strongly associated to CWB in the workplace. The study recommends that management should develop a mechanism for identifying and selecting their potential employees as a guide against poor organizational fi t of employees and that of the organization. Likewise, effort should be intensifi ed to develop and improve organizational culture that will propel citizenship behavior in the workplace.

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Section: Testing Of Hypothesessupporting

confidence: 82%

Counterproductive Work Behaviors: a Socio-Demographic Characteristic-Based Study among Employees in the Nigerian Maritime Sector

Uche

George

Wuraola

2017

Acta Universitatis Sapientiae, Economics and Business

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“…For example, Martin et al (2007) found that when organizations vie with competitors for scarce resources, they experience heightened pressure to succeed and to survive (cf. Baucus and Near 1991).…”

Section: Pressures and Temptationsmentioning

confidence: 99%

The Battle for Business Ethics: A Struggle Theory

Kaptein

2015

J Bus Ethics

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To be and to remain ethical requires struggle from organizations. Struggling is necessary due to the pressures and temptations management and employees encounter in and around organizations. As the relevance of struggle for business ethics has not yet been analyzed systematically in the scientific literature, this paper develops a theory of struggle that elaborates on the meaning and dimensions of struggle in organizations, why and when it is needed, and what its antecedents and consequences are. An important conclusion is that the greater the ethics gap and opposing forces, the greater the struggle required. Viewing business ethics as struggle has several implications for theory and practice.

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“…As noted in Table 1, our review of the research on workplace crimes revealed that work on "organizational illegality," "corporate crimes," "unethical prosocial behaviors," and "corrupt organizations" (Baucus and Near 1991, Calavita et al 1997, Pinto et al 2008, Szwajkowski 1985, Umphress et al 2010) covers workplace crimes that are carried out with the intention to benefit the organization. For instance, organizational illegality is conceptualized as legally prohibited action that is taken by organizational members primarily on behalf of the organization (Szwajkowski 1985).…”

Section: Pro-organizational Workplace Crimementioning

confidence: 99%

Love, Hate, Ambivalence, or Indifference? A Conceptual Examination of Workplace Crimes and Organizational Identification

Vadera

Pratt

2013

Organization Science

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A lthough research has shown that there may be very different types of workplace crimes, scholarly work in this area (a) is currently fragmented with very little communication between very similar streams of research and (b) tends to be incomplete and can lead to conflicting findings. We address both of these shortcomings. First, we propose a typology of different types of workplace crimes (consisting of pro-organizational, nonaligned-organizational, and anti-organizational crimes) based on the intentions of the perpetrators. Second, we link these intentions to various identification "pathologies"-such as over-identification and over-disidentification, under-identification and ambivalent identification-and argue that these pathologies are linked to propensities to commit certain types of workplace crimes. Specifically, we contend that over-identification and over-disidentification have direct effects on workplace crimes, whereas under-identification and ambivalent identification indirectly influence the propensity to engage in workplace crimes. We suggest that this research aids us in clarifying the inconsistent conclusions in previous work in the domain of workplace crimes and that it emphasizes the importance of including organizational identification as a key factor in the extant models of workplace crimes. This research also highlights policy implications regarding workplace crimes in that it suggests that different agencies may be more effective in enforcing the law and disciplining those engaged in the different types of workplace crimes. IntroductionIn the wake of several corporate scandals, there has been a renewed interest in better understanding workplace crimes. In addition to reputation-based costs, U.S. corporations estimate that they lose 5% of their revenues because of workplace crimes (Association of Certified Fraud Examiners 2010). In dollar terms, this figure translates to approximately $2.9 trillion in losses, with more than one quarter of companies losing at least $1 million. Even after Enron and similarly salient instances of misconduct, episodes of workplace crime remain high (Ethics Resource Center 2009). In fact, a 2008-2009 study on ethics in the workplace revealed that "nearly three out of four employees (74%) report that they have personally observed or have firsthand knowledge of wrongdoing within their organizations during the previous 12 months" (KPMG 2009, p. iii).Such significant losses provide renewed motivation to better understand the underpinnings of workplace crimes so that episodes of such activity can be minimized. However, attempts to explore the antecedents of workplace crimes have been hindered in at least two ways. 1996). Further, research in this area is fragmented and is conducted in silos with very little communication between similar streams of scholarly work. Thus, broad-brush approaches to understanding all workplace crimes are often limited in scope . Second, although the investigation of the precursors of workplace crimes has informed our knowledge of the cond...

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Can Illegal Corporate Behavior Be Predicted? An Event History Analysis.

Cited by 366 publications

References 27 publications

Counterproductive Work Behaviors: a Socio-Demographic Characteristic-Based Study among Employees in the Nigerian Maritime Sector

Counterproductive Work Behaviors: a Socio-Demographic Characteristic-Based Study among Employees in the Nigerian Maritime Sector

The Battle for Business Ethics: A Struggle Theory

Love, Hate, Ambivalence, or Indifference? A Conceptual Examination of Workplace Crimes and Organizational Identification

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