The Joint Effects of Justice Climate, Group Moral Identity, and Corporate Social Responsibility on the Prosocial and Deviant Behaviors of Groups

Thornton, Meghan A.; Rupp, Deborah E.

doi:10.1007/s10551-015-2748-4

Cited by 69 publications

(59 citation statements)

References 106 publications

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“…() show that, when employees sense that external stakeholders’ well‐being is favored over their own, they perceive corporate hypocrisy, which leads to greater emotional exhaustion and employee turnover. In this line, Thornton and Rupp () observe more deviant behaviors (i.e. stealing) when the overall justice climate appears unfair and external CSR is highly developed.…”

Section: Exchange‐related (Performing) Tensionsmentioning

confidence: 95%

The Dark Side of Stakeholder Reactions to Corporate Social Responsibility: Tensions and Micro‐level Undesirable Outcomes

Maon

Vanhamme

Roeck

et al. 2019

Int J Management Reviews

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With a review of literature on corporate social responsibility (CSR) and its micro‐level impacts, this paper proposes an integrative framework to map undesirable relational outcomes of CSR activities on internal (employees) and external (customers) stakeholders. By adopting a paradox‐based perspective, the authors determine that unexpected, adverse stakeholder reactions to CSR are driven primarily by either performing or belonging tensions, related to exchange‐ and identity‐based stakeholder concerns, respectively. Specifically, contextual and personal influences can trigger and explain undesirable relational outcomes of CSR. On this basis, this paper offers a research agenda for developing a more refined understanding of CSR‐related tensions and a more nuanced perspective on the business case for CSR.

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Section: Exchange‐related (Performing) Tensionsmentioning

confidence: 95%

The Dark Side of Stakeholder Reactions to Corporate Social Responsibility: Tensions and Micro‐level Undesirable Outcomes

Maon

Vanhamme

Roeck

et al. 2019

Int J Management Reviews

View full text Add to dashboard Cite

show abstract

“…Therefore, organizations aiming to foster more ethical employee behavior may want to appeal to employees' moral identity-both through their supervisors and beyond. For instance, fostering a general ethical climate in the organization (Ambrose et al 2008;Schminke et al 2005;Victor and Cullen 1988) or supporting coworkers' moral identity (Thornton and Rupp 2015) and peer leadership (Schaubroeck et al 2016) may also represent viable ways to stimulate employees' sense of moral identity.…”

Section: Practical Implicationsmentioning

confidence: 99%

An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality

et al. 2017

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Despite the proliferation of research on ethical leadership, there remains a limited understanding of how specifically the assumingly moral component of this leadership style affects employee behavior. Taking an identity perspective, we integrate the ethical leadership literature with research on the dynamics of the moral self-concept to posit that ethical leadership will foster a sense of moral identity among employees, which then inspires followers to adopt more ethical actions, such as increased organization citizenship behavior (OCB). We further argue that these identity effects should be more pronounced when leaders are perceived to be group prototypical, as their actions then speak louder to followers' sense of identity. Two studiesa scenario experiment with 138 participants and a field study with 225 employees-provided support for our hypothesized moderated mediation model. Perceived ethical leadership positively affected OCB via followers' moral identity but only under conditions of high perceived leader group prototypicality. We discuss how the identity pathway of ethical leadership can facilitate novel theorizing about moral transference. Our findings also suggest that, when hiring external ethical leaders or training internal managers, practitioners are well advised to consider that these individuals may only be effective in morally transforming followers when they are perceived as prototypical for the group.

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“…If there is a breach in the psychological contract between an employee and the employer, employees are likely to display undesirable outcomes. Consequently, such employees cannot perform successfully in the workplace (Thornton and Rupp, 2016). An employee's perceived contract breach represents an unmet expectation of the benefits promised by their employers.…”

Section: Organizational Justice and Constructive Deviancementioning

confidence: 99%

“…Psychological contract breach as a mediator between moral identity and constructive deviance. Group members with a high moral identity consider being moral as central to their sense of self (Thornton and Rupp, 2016). People who care about moral principles may become upset when other people violate them (Folger et al, 2005).…”

Section: Exchange Variablesmentioning

confidence: 99%

Exchange variables, organizational culture and their relationship with constructive deviance

Cohen

Ehrlich

2019

MRR

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Purpose Constructive deviance is a behavior that can contribute to the effectiveness of an organization despite its problematic nature. Too few studies have examined the correlates of this behavior. The purpose of this study is to examine variables that represent exchange and organizational culture and their relationship to supervisor-reported and self-reported constructive deviance. Design/methodology/approach The survey data were collected from 602 employees (a response rate of 67 per cent) in a large municipality in central Israel. Hierarchical linear modeling (HLM) analyses were performed for each of the dependent variables (three self-reported constructive deviances and three supervisor-reported constructive deviance) controlling for divisions and departments. Findings The findings showed that self-reported constructive deviance was explained much better by the independent variables than supervisor-reported deviance. Organizational justice and moral identity had a strong direct effect on constructive deviance (self-reported). The mediation effect showed that an organizational climate for innovation had the strongest mediation effect among the mediators. Psychological contract breach was found to have a limited effect on constructive deviance. Practical implications Organizations should encourage procedural justice to encourage their employees to act in support of the organization, whether openly (formal performance) or more secretly (constructive deviance). Also, organizations should support innovation climate if they want to increase constructive deviance of their employees. Originality/value In a time when innovation and creativity are gaining increasing importance as behaviors that contribute to organizational success, more research on constructive deviance is expected. This study increases our understanding of this important concept stimulates additional studies of it.

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The Joint Effects of Justice Climate, Group Moral Identity, and Corporate Social Responsibility on the Prosocial and Deviant Behaviors of Groups

Cited by 69 publications

References 106 publications

The Dark Side of Stakeholder Reactions to Corporate Social Responsibility: Tensions and Micro‐level Undesirable Outcomes

The Dark Side of Stakeholder Reactions to Corporate Social Responsibility: Tensions and Micro‐level Undesirable Outcomes

An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality

Exchange variables, organizational culture and their relationship with constructive deviance

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