The Dark Side of Authority: Antecedents, Mechanisms, and Outcomes of Organizational Corruption

Aguilera, Ruth V.; Vadera, Abhijeet K.

doi:10.1007/s10551-007-9358-8

Cited by 247 publications

(158 citation statements)

References 45 publications

(53 reference statements)

Supporting

Mentioning

141

Contrasting

Unclassified

Order By: Relevance

“…Organizational members can engage in practices such as corruption, bribery, nepotism and the manipulation of organizational resources for personal gains that impede organizational performance (Aguilera & Vadera, 2008;Rodriguez, Siegel, Hillman & Eden, 2006). Similarly, organizational culture and structure may not be suitable for, and impede, organizational learning.…”

Section: Organizational Learning Constructive and Destructivementioning

confidence: 99%

The Effect of Ethical Leadership on Organizational Learning: Evidence from a Petroleum Company

Usman¹,

Hameed²

2017

BER

View full text Add to dashboard Cite

show abstract

Section: Organizational Learning Constructive and Destructivementioning

confidence: 99%

The Effect of Ethical Leadership on Organizational Learning: Evidence from a Petroleum Company

Usman¹,

Hameed²

2017

BER

View full text Add to dashboard Cite

show abstract

“…Workplace crimes have often been studied on the basis of crimes committed (e.g., Ambrose et al 2002, Clinard and Quinney 1973, Greenberg 2002, individual or group involvement (e.g., Daboub et al 1995, Pinto et al 2008, Szwajkowski 1985, victims (e.g., Aquino and Bradfield 2000, Bennett and Robinson 2000, Warren 2003, organizational position (blue-collar versus white-collar) of the perpetrator (e.g., Aguilera and Vadera 2008, Clinard 1983, Sutherland 1940, as well as on the basis of crimes specific to a particular industry (Calavita et al 1997, Flannery andMay 2000).…”

Section: Typology Of Workplace Crimesmentioning

confidence: 99%

“…This type of crime entails workplace crimes that benefit the perpetrator without any intentional effect (harm or benefit) on the organization. Nonaligned-organizational workplace crime is related to "organizational corruption" and "an organization of corrupt individuals" (Aguilera and Vadera 2008, Ashforth et al 2008, Pinto et al 2008. Corruption is generally defined as the abuse/misuse of public power for private benefit (Robertson andWatson 2004, Rodriguez et al 2005).…”

Section: Nonaligned-organizational Workplace Crimementioning

confidence: 99%

“…This definition of corruption encompasses a wide range of phenomena, from a police officer accepting money from drug traffickers to an employee stealing supplies from work for personal use. There are several different forms of corruption; however, in all (or nearly all) the definitions and explanations of corruption, including the one on organizational corruption that looks at the use of authority for personal benefit (Aguilera and Vadera 2008), researchers talk of corruption as a gain for oneself-without noting how such actions are intended to either harm or benefit the organization (Zimring and Johnson 2005). In a related vein, Pinto et al (2008, p. 688) put forth the notion of an organization of corrupt individuals "in which a significant proportion of an organization's members act in a corrupt manner primarily for their personal benefit."…”

Section: Nonaligned-organizational Workplace Crimementioning

confidence: 99%

“…As noted in the introduction, there is a dizzying number of ways to conceptualize and categorize the various crimes under the rubric of "workplace crimes." Part of this proliferation of schemes may stem, in part, from viewing workplace crimes in terms of crimes committed (e.g., Ambrose et al 2002, Clinard and Quinney 1973, Greenberg 2002, involvement in crimes (e.g., Daboub et al 1995, Pinto et al 2008, Szwajkowski 1985, victims of the crimes (e.g., Robinson 2000, Warren 2003), characteristics of the perpetrator (e.g., Aguilera and Vadera 2008, Clinard 1983, Sutherland 1940, as well as on the basis of crimes specific to a particular industry (Calavita et al 1997, Flannery andMay 2000). Implicit in some of these conceptualizations, however, is the basic intention of whether the organization will be harmed, benefited, or ignored.…”

Section: Theoretical Contributions and Avenues For Future Researchmentioning

confidence: 99%

See 2 more Smart Citations

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

Vadera

Pratt

2013

Organization Science

Self Cite

View full text Add to dashboard Cite

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...

show abstract

The impact of corruption and public governance quality on family firm business strategy

2023

View full text Add to dashboard Cite

Corruption is a plague with serious economic and social consequences and has a greater impact than people perceive. The impacts on business are severe but often underestimated. The aim of this paper is to analyze the influence of public governance environment on the strategical opportunistic use of related party transactions in family firms. Considering corruption as a good indicator of conditions that boost unethical behavior, the study investigates whether high standard of public governance quality at a regional level, as well as low corruption, helps to reduce specific types of opportunistic transactions. Based on a regression analysis on European‐listed family firms in Italy, France, and Germany, we find that high public governance quality at the regional level reduces companies' opportunistic transactions. The study addresses a gap in the literature, first, because it empirically shows a link between the quality of the context and some unethical business strategies, confirming that a negative context leaves room for opportunistic behaviors and that high standards in the public governance quality discourage firms' opportunistic behaviors through specific transactions and, second, because it focuses on family firms suggesting that a strong family power that controls strategy and decision‐making process, if operate in a bad public quality context, may be involved in opportunistic behaviors.

show abstract

The Dark Side of Authority: Antecedents, Mechanisms, and Outcomes of Organizational Corruption

Abstract: authority, bureaucracy, corruption, opportunity, motivation, justification, types of organizational corruption, weber, white-collar crime,

Cited by 247 publications

References 45 publications

The Effect of Ethical Leadership on Organizational Learning: Evidence from a Petroleum Company

The Effect of Ethical Leadership on Organizational Learning: Evidence from a Petroleum Company

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

The impact of corruption and public governance quality on family firm business strategy

Contact Info

Product

Resources

About