Integrating social exchange and affective explanations for the receipt of help and harm: A social network approach

Employee engagement in CSR initiatives and customer‐directed counterproductive work behavior (CWB): The mediating roles of organizational civility norms and job calling

“…In a similar vein, previous research has shown that perceptions of an ethical climate amongst employees decrease the negative emotions they experience on the job and mitigate negative affective responses (Mulki et al, 2008), in turn reducing deviant behaviors (Appelbaum et al, 2007;Yang & Diefendorff, 2009). For instance, organizational virtuousness develops positive emotions and a sense of happiness amongst employees (Rego, Ribeiro, & Cunha, 2010), leading to a decrease in workplace deviance (Lyons & Scott, 2012). Likewise, employees who perceive their firm positively for its CSR activities are likely to be more positive emotionally and possess a stronger identity with regard to their membership of that organization (Ellemers et al, 2004), which induces employees to refrain from CWB (Viswesvaran et al, 1998), those intentional behaviors of employees that harm the organization or stakeholders in organizations, such as taking excessively long breaks, loafing, sabotage, verbal abuse, theft, lying or engaging in interpersonal hostility (Spector & Fox, 2005).…”

Managers versus co-workers as referents: Comparing social influence effects on within- and outside-subsidiary knowledge sharing

“…Our results remain the same as the original results, thus providing little evidence of common method bias. Moreover, as highlighted by Evans (1985) and Lyons and Scott (2012), common method variance attenuates true interactions, making it more difficult for researchers to detect. In our case, we observed interaction effects in the case of unit managers, suggesting that common method variance may not be posing a significant threat to this study.…”

Helping others or helping oneself? An episodic examination of the behavioral consequences of helping at work

“…Organizational citizenship behavior (OCB) refers to discretionary acts that promote organizational functioning by supporting the social and psychological environment in which task performance occurs (Organ, ; Organ, Podsakoff, & MacKenzie, ). In addition to demonstrating that OCBs benefit coworkers and the broader organization (Podsakoff, Whiting, Podsakoff, & Blume, ), research over the past two decades has provided evidence that individuals may themselves receive benefits from engaging in OCBs, including more favorable performance reviews (Rosen, Harris, Kacmar, Gavin, & Hochwarter, ; Whiting, Podsakoff, & Pierce, ), help from coworkers (Lyons & Scott, ), and enhanced work attitudes (Glomb, Bhave, Miner, & Wall, ; Koopman, Lanaj, & Scott, ; Sonnentag & Grant, ). Though the beneficial effects of OCBs are well‐documented, recently scholars have noted that citizenship has a “dark side” as well, in that helping others comes at a cost to the actor (for a review, see Bolino, Klotz, Turnley, & Harvey, ).…”