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On January 6th, 2021, a mob of more than 2,000 Trump supporters stormed the Capital—at his urging—in an effort to halt counting of electoral college votes from the 2020 Presidential Election. Vandalism, injury, and loss of life ensued. Although the actions of Trump and the insurrectionists were alarming, the structural factors that gave rise to this offense are arguably even more troubling. In this paper, we outline three "criminogenic antecedents" that provided individual actors an opportunity to incite insurrection: (1) a lack of clarity and consensus in conceptualizations of crime, which has resulted in an ambiguous, contentious, and limited foundation from which to respond to crimes of the powerful; (2) a resultant pattern of symbolic punishments that fails to control these offenses; and (3) Congressional deviance, which virtually ensures that this environment of nonfeasance will continue. We conclude the analysis by proposing policy ideas that will hopefully strengthen our democracy and reduce the risk of something similar happening in the future. [ABSTRACT FROM AUTHOR]

Why do employees break organizational rules and why are organizations unable to prevent this? Past studies have suggested three predictors of rule-breaking: predisposition due to normalization of rule-breaking; pressure due to competitive and performance strain; and opportunity to break the rules due to job characteristics associated with the assigned role and the time at work (e.g., Baucus, 1994). We used a purposive sample of 14,472 observations from 5,735 individuals nested in 199 organizations, to investigate these predictors in a sports context where rule-breaking was likely to be low because of a high risk of detection and a strong compliance system. This allowed us to hold constant the effects of compliance systems and rules that were universally applied in all organizations so that we could compare differences in rule-breaking associated with predisposition, pressure, and opportunity. Compared to previous research, our method permitted us to draw four unique conclusions: (a) all three theories about predictors of rule-breaking were supported, even when all predictors were included simultaneously in a multivariate analysis; (b) individual rule-breaking was predicted by individual and organizational variables in multilevel models, suggesting that employees, the organization, and the industry all support rule-breaking under some conditions; (c) temporal precedence of predictor variables in longitudinal analysis suggested that they influenced current rule-breaking rather than the other way around; and (d) the use of a single-industry sample allowed us to collect nested data from individuals and organizations whose rule-breaking was more likely to be detected and penalized than in other industries, thus reducing undercount of rule-breaking. [ABSTRACT FROM AUTHOR]

The main purpose of this study is to identify the buffering role of employee self-control on the positive association between perceived organizational injustice and deviant behaviors. We got surveys-based data from full-time workers of the Netherlands' Employee Insurances Agency (UWV). Fundamental analysis of data exhibited a good fit between the data and the model tested. In line with our expectation, a significant positive significant relationship was observed between the predictor and outcome variables. Moreover, the moderating impact of self-control on the positive significant relationship between distributive injustice (DJ) and procedural injustice (PJ) with organization-directed deviant workplace behaviors (DBO) was also confirmed. Similarly, analysis also revealed that self-control moderated the association between perception of interactional injustice (IJ) of employees and Individual-directed deviant workplace behaviors (DBI). [ABSTRACT FROM AUTHOR]

Purpose: This study investigate the correlation between authoritarian leadership and organizational deviance. Furthermore, it seeks to explore the mediating role of emotional exhaustion in this relationship. Design/methodology/approach: The data were obtained from 398 frontline service employees and their immediate supervisors at 25 five-star hotels. Data were collected on different occasions. Findings: The results indicate that authoritarian leadership has a positive and significant relationship with organizational deviance. We also conclude that emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance. Research limitations/implications: The present research suggests that managers can decrease emotional exhaustion and, consequently, organizational deviance, by avoiding an authoritarian leadership style. Additionally, the theoretical and managerial implications of the present study can be utilized to reduce organizational deviance. Originality/value: The present study adds to the existing literature on authoritarian leadership, emotional exhaustion and organizational deviance by offering a possible explanation for how emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance. [ABSTRACT FROM AUTHOR]

This paper showcases an organizational life-cycle analysis of corporate offending behavior in small businesses. It analyzes two small food and hospitality firms in China, drawing on deep ethnographic data collected during three years of fieldwork. The paper investigates these two businesses as they go through three phases: pre-existence, existence, and survival. The study shows that organizational life-course analysis is important for understanding the development and root causes of organizational offending. It finds that offending evolves alongside the development of the organization. It shows that an organizational life-cycle analysis should focus not just on changes in the corporation itself, but also on how the regulatory context changes over the course of the organization's development and maturing. Stages in the business cycle coincide with changes in regulatory encounters, and this shapes how corporations view what regulators expect of them and the extent to which they can violate such expectations. This points to a broader form of life-course analysis. It urges the field to moves beyond an analysis of changes in the business to also study the how such changes coincide with changes in the regulatory frameworks that are supposed to monitor and reduce offending. [ABSTRACT FROM AUTHOR]

BACKGROUND: Sharing of knowledge and positive workplace behavior by employees are perquisites for the success of every organization. The present study realized the significance of knowledge sharing and positive behavior in a country like India where high-power distance culture is prevalent. OBJECTIVE: The present research aimed to investigate the influence of abusive supervision on knowledge hiding and employee organizational deviance. In addition mediating roles negative affectivity and employee silence were alsotested. METHODS: Data was gathered from 420 employees working in a service organization in India. SPSS vs. 23 and Amos vs. 24 were used for data analysis purposes. The techniques of SEM were applied to test the proposed hypotheses in the present research. RESULTS: The study found the positive and significant influence of abusive supervision on knowledge hiding, but the insignificant influence of abusive supervision on employee organizational deviance. The results also reflected the full mediating role of negative affectivity but the partial intervening or mediating role of employee silence between the relationships of abusive supervision with knowledge hiding and employees' organizational deviance. CONCLUSION: The study suggested the management introduce various measures to reduce abusive supervision leading to negative consequences. [ABSTRACT FROM AUTHOR]

Employment in responsible organizations is psychologically more valuable to a large segment of employees that desire to create a significant social impact and environmental protection through work. This paper investigates the potential social and environmental responsibility to reduce employee turnover, considering the growing importance employees place on creating this responsibility at the corporate level. Drawing upon the conservation of resources (COR) theory, this study examines the development of attachment orientation as a psychological resource and its influence on turnover intention and organizational deviance. With 3 surveys, we collected time-lagged multisource data from middle managers and their colleagues working in the Pakistan-based oil and gas development company. A total of 243 responses were collected, resulting in an 81% response rate. Structural equation modeling (SEM) was employed for data analysis. Data analysis helped us to find that by being deviant, employees cannot gain more social support resources at the workplace, and that can also deplete their identification. The results demonstrate that employees who prioritize environmental concerns exhibit reduced turnover intentions and deviant behavior when their organization engages in environmental actions as compared to social actions. These findings highlight the significant bifactor role of corporate environmental and social responsibility in nurturing organizational resource caravans of pride and identification as valuable psychological resources, contributing to the retention of talent and employees. Implications of this study for theory and practice are discussed, emphasizing the importance of integrating corporate social and environmental responsibility initiatives to reduce turnover and foster positive organizational outcomes. [ABSTRACT FROM AUTHOR]

Copyright of Dicle University Journal of Ziya Gokalp Education Faculty / Dicle Üniversitesi Ziya Gökalp Eğitim Fakültesi Dergisi is the property of Dicle University Journal of Ziya Gokalp Education Faculty and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The punishment of organizational offending has largely been overlooked by penologists, despite the fact that organizational actors such as corporations and the state perpetrate the most serious forms of offending. Accordingly, this paper represents a step toward foregrounding organizational offending within the discipline of penology. We begin by discussing the implications of several Classical School ideals and theories of punishment for organizational offending, with special emphases on challenges and contradictions. We then review control strategies that are unique to organizational offending, and we go on to contemplate how expressive and non-institutional tactics might potentially factor into how organizational offending is punished. When taken together, these sections reveal the limitations of penology's traditional assumptions of an individual offender and individual offending. We conclude by outlining our view of what a penology of organizational offending should accomplish. [ABSTRACT FROM AUTHOR]

Copyright of Monatsschrift fuer Kriminologie und Strafrechtsreform is the property of De Gruyter and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The complexity of superior-subordinate relationships in organizations is an essential concern among scholars and practitioners, according to the leader-member exchange (LMX) theory. This theory explains that superiors develop different levels of relationship with their subordinates. The current study aims to develop a leader-member relationship model based on the LMX views in predicting negative subordinate behaviors, namely social loafing (SL) and deviant behavior. Through a self-administered survey, the data were collected from 271 respondents who work in various industries in Indonesia. The obtained data were analyzed using the SEM method on Partial Least Square (PLS) software. The results showed that LMX affects organizational deviance (OD), supervisor-directed deviance (SD), and SL. LMX also played a significant role in mediating the effect of interpersonal justice (IJ) on OD, supervisor-directed deviance, and SL. These findings provide practical implications that allow leaders to manage their leader-employee relationship quality and avoid negative behaviors in the workplace. [ABSTRACT FROM AUTHOR]

Workplace deviance is one of the significant problems in Nigerian public universities. This study aims to investigate the impact of HEXACO personality factors (honesty-humility, emotionality, and agreeableness (H-HEA)) on deviant workplace behavior in public universities in Southwestern Nigeria. The choice of the institutions (Ekiti State University, University of Lagos, and the Federal University of Akure) in the Southwestern region was based on purposive sampling. Simple random sampling was employed to select academic and non-academic staff. The study adopted a quantitative research design and employed Pearson correlation and multiple regression analysis to analyze and test the hypotheses. The findings revealed that the H-HEA domain of personality traits negatively correlates with organizational and interpersonal deviance. Secondly, H-HEA personality traits have a negative effect on organizational and interpersonal deviance. Overall, the results of the regression analyses suggest that the H-HEA HEXACO domains of personality traits individually reduces the organizational and interpersonal forms of deviance. Based on the findings, the human resource departments of these institutions can curb workplace deviance by giving preference to candidates or individuals with high scores in H-HAE personality traits. This will go a long way in curtailing the vices of workplace deviance in Southwestern Nigeria public universities.

Grounded in self-regulation theory, this research assesses the relationship between employees' experiences of workplace ostracism and organizational deviance, further exploring the mediating function of procrastination and the buffering role of psychological flexibility. Results based on longitudinal (three-wave) data collected from employees in North American organizations illustrate that workplace ostracism elicits organizational deviance because employees suffer from impaired self-regulation, shown through procrastination. Accordingly, this study identifies procrastination as a way by which workplace ostracism facilitates organizational deviance but highlights that the association between procrastination and deviant behavior is mitigated when employees can actively engage in psychological flexibility. Examining the interplay between these variables may present an opportunity to potentially understand how to curb adverse workplace outcomes by encouraging employees to adapt their behaviors in the pursuit of organizational goals, despite the distracting thoughts and emotions associated with the experience of workplace ostracism. [ABSTRACT FROM AUTHOR]

Drawing on the perspective of causal reasoning and the social cognitive theory of moral thought and action, this study explores the mechanisms underlying the association between exposure to exploitative leadership and employee workplace deviance. The results of a time-lagged survey conducted in China reveal that exposure to exploitative leadership can evoke a moral justification process that leads to increased employee organizational and interpersonal deviance. A tendency toward hostile attribution bias reinforces the direct link between exploitative leadership and moral justification and the indirect effects of exploitative leadership on employee organizational and interpersonal deviance, via moral justification. The theoretical and practical implications of this study are discussed and potential directions for future studies are proposed. [ABSTRACT FROM AUTHOR]

While the literature suggests that leader organizational identification transfers to follower organizational identification and is ultimately reflected in the form of favorable follower outcomes, we theorize that how leaders identify with their organization can make a difference in whether followers identify more with their organization or with the leader, which is then accordingly reflected in follower responses. Drawing on social identity theory, we demonstrate that conventional leader organizational identification evokes follower organizational identification more than follower leader identification. Furthermore, conventional leader organizational identification has an indirect effect on follower performance through follower organizational identification. Additionally, the relationships between narcissistic leader organizational identification and followers' performance and organizational deviance are not mediated through follower leader identification or follower organizational identification. For this study, data were collected from CEOs and their followers working in small and medium-sized enterprises (SMEs) in Pakistan (leader–follower dyads). The contribution to the leadership literature along with the limitations of the current study and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

Many scholars have highlighted the individual, organizational and inter-organizational causes of organizational wrongdoing; others have focused on its (negative) consequences or have analyzed how it can persist and spread between organizations. An underlining assumption shared by many of those studies is that organizational wrongdoing is a deviant, society-damaging phenomenon originating from individual and organizational actors' pursuit of undue advantages. We argue that, at least in some cases, actors may also have "organizational reasons" for wrongdoing, besides self-interest. This article aims at analyzing the organizational reasons for wrongdoing in the CSM affair, a scandal that shed light on the deviant practices for career paths within the Italian judiciary system. By relying on documents and several semi-structured interviews to judges, public prosecutors, and experts in the field, we reconstructed actual practices for career advancement (extra-legal governance) and compared them with formal policies (legal governance). Our analysis shows that deviant practices were not merely occasional episodes of favoritism, but were part of an extra-legal governance system that involved virtually all of Italy's judges. We also found that the CSM decoupled formal policies from actual practices to manage two organizational trade-offs – bureaucratic rules vs. efficiency, and independence vs. accountability. Therefore, besides individual gain, actors had two major "organizational reasons" for wrongdoing: first, they needed to cope with a lack of organizational capabilities and resources; second, they needed to address calls for greater accountability. In the light of our findings, we conclude with some considerations about organizational learning and the relation between law, organizations, and wrongdoing. [ABSTRACT FROM AUTHOR]

This paper investigates the impact of organizational deviance and coworker envy on workplace ostracism. It also assesses the effect of workplace ostracism on knowledge hiding and turnover intent and tests the interaction role of job tension on such associations. PLS-SEM was utilized to analyze 591 responses collected from employees at Egyptian travel agencies-A. The findings articulated that ostracism was positively impacted by both organizational deviance and coworker envy. Additionally, ostracism at the workplace could substantially lead to hiding knowledge; however, there was no significant connection between ostracism and employees' turnover intention. Moreover, job tension moderates the links between workplace ostracism and two dimensions of knowledge hiding behavior, namely evasive and rationalized hiding, and turnover intent. Theoretical and managerial implications are presented. Limitations and avenues for further academic work are highlighted. [ABSTRACT FROM AUTHOR]

'We are humans not robots!' This protest slogan denounces a working reality in which employees perceive that they are reduced to a mere tool or instrument at the service of the organization. Such an experience refers to organizational dehumanization. Researchers have recently indicated that organizational dehumanization may shape employee work behaviours. However, why, and for whom, organizational dehumanization leads to maladaptive work behaviours remains unclear in this literature. Drawing upon social exchange theory, we first propose that employees who experience organizational dehumanization engage in a reciprocity process by first developing thoughts of revenge that, in turn, materialize into more organizational deviance. We further argue that compliance buffers the indirect effect of organizational dehumanization on deviant behaviours via thoughts of revenge. Overall, the combined results of two experimental studies, a cross‐sectional study and two three‐wave studies provide strong evidence for our hypothesized relationships. Our research suggests that when experiencing organizational dehumanization, compliant employees are less likely to engage in a homeomorphic reciprocity in the exchange relationship with their organization. [ABSTRACT FROM AUTHOR]

We examine supervisor-subordinate (dis)agreement regarding perceptions of the supervisor's ethical leadership and its relationship to organizational deviance. We find that, on average, supervisors rate themselves more favorably on ethical leadership compared to how followers rate them. In addition, polynomial regression results reveal that unit-level organizational deviance is higher when there is agreement about lower levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than subordinates' ratings of the supervisors. Finally, drawing on social influence theories, we look at antecedents of (dis)agreement and find that supervisors' beliefs about themselves (that they were "better-than-average" ethical leaders) and others (their assumptions about whether the morality of their subordinates is malleable or not) are associated with self-other (dis)agreement on ethical leadership. [ABSTRACT FROM AUTHOR]

Customer mistreatment is common in service interactions. Past research has demonstrated its detrimental effects on employee well-being and work outcomes. Using cognitive-motivational-relational theory as our theoretical lens, we proposed a dual moderated mediation model that examines employee deviant behaviours towards both the customer (service sabotage) and the organization (organizational deviance) in reaction to customer mistreatment through employee anger. We further examined the cognitive (self-accountability attribution) and affective (socio-affective sharing) moderators in this mediation process. Data were collected from 292 front-line service employee-co-worker dyads from Taiwan and analysed using structural equation modelling. Bootstrapping procedures were used in estimating the bias-corrected confidence intervals for the hypothesized moderated mediation. The results indicated that employee anger mediated the relationship between customer mistreatment and employee organizational deviant behaviour. Also, self-accountability attribution interacted with customer mistreatment in influencing employee anger. Additionally, socio-affective sharing interacted with employee anger in influencing service sabotage. The mediating effect of customer mistreatment on service sabotage via employee anger was only significant when socio-affective sharing was low. In contrast, the mediating effect on organizational deviance was nonsignificant when socio-affective sharing was low or when employee self-attribution of accountability was very high. We discuss the theoretical and practical implications of these findings. [ABSTRACT FROM AUTHOR]

Although athlete multiple perpetrator rape (MPR) has frequently been covered in the media, it has received more limited scholarly attention. Accordingly, I synthesize findings from multiple disciplines and integrate insights from the MPR, institutional betrayal, and organizational deviance literatures to establish a heuristic framework for understanding athlete MPR. I ultimately argue that athlete MPR is both an act of interactional deviance and an act of organizational deviance. This undertaking represents one of the only works to focus explicitly on athlete MPR. It is additionally the first to examine any form of sexual assault through an organizational deviance lens. [ABSTRACT FROM AUTHOR]

Tightness--Looseness (T-L) at the individual level has only begun to receive attention from researchers. Specifically in the organizational context, this is a so far unexplored construct. The study offers first insights into the mechanisms that can trigger individuals' desire for tightness and the consequences it can have on organizational behaviors. We, therefore, investigated the mediating role of the desire for tightness on the relationship between work regulatory prevention focus and emotional responses to both negative and positive (i.e., pro-social) deviant organizational behaviors. We tested our prediction through a mediational model with a sample of 788 Italian employees (58.6% females, Mage = 35.09). Our findings supported the hypothesized model showing that regardless of the motivation underpinning the norm-violating behavior, employees with a prevention focus are more desirous of tightness and exhibit hostile reactions toward deviance. Given its importance in understanding employees' behaviors and intentions, which inevitably reflect on the organization's functionality, the impact of the T-L individual-level dimension in organizations is undoubtedly worthy of deeper investigation. [ABSTRACT FROM AUTHOR]

IntroductionThis study is dedicated to exploring the influence of perceived overall injustice on employee anger and deviant behavior. Based on fairness heuristic theory and cognitive appraisal theory of emotion, a model was developed to investigate the relationship between perceived overall injustice, anger and organizational deviance. Based on social cognitive theory, the moderating role of moral disengagement was proposed.MethodsThe data were collected from three Chinese manufacturing corporations with a total effective sample size of 264. SPSS 26 and Mplus 8.3 were adopted to analyze data. Confirmatory factor analysis, descriptive statistics analysis and correlation results were illustrated. Hierarchical regression was used to test the model.ResultsStatistical results showed that there is a significant positive relationship among perceived overall injustice, anger and organizational deviance. The moderating effect of moral disengagement on the relationship between perceived overall injustice and organizational deviance is significant, while that on the relationship between anger and organizational deviance is insignificant.DiscussionThis study built a model to discuss the emotional and behavioral influences of perceived overall injustice. The findings suggest that individuals feel more anger as the level of perceived overall injustice increases, which thus lead to higher level of organizational deviance. Morally disengaged employees are more likely to engage in organizational deviance after being treated unfairly. However, the moderating effect of moral disengagement on the relationship of anger and organizational deviance was insignificant. The reason might be because anger is an aggressive emotion and individual experiencing anger may lead to impulsive behavior regardless of moral rules. Implications and limitations have been discussed.

Tightness–Looseness (T-L) at the individual level has only begun to receive attention from researchers. Specifically in the organizational context, this is a so far unexplored construct. The study offers first insights into the mechanisms that can trigger individuals’ desire for tightness and the consequences it can have on organizational behaviors. We, therefore, investigated the mediating role of the desire for tightness on the relationship between work regulatory prevention focus and emotional responses to both negative and positive (i.e., pro-social) deviant organizational behaviors. We tested our prediction through a mediational model with a sample of 788 Italian employees (58.6% females, Mage = 35.09). Our findings supported the hypothesized model showing that regardless of the motivation underpinning the norm-violating behavior, employees with a prevention focus are more desirous of tightness and exhibit hostile reactions toward deviance. Given its importance in understanding employees’ behaviors and intentions, which inevitably reflect on the organization’s functionality, the impact of the T-L individual-level dimension in organizations is undoubtedly worthy of deeper investigation.

Copyright of Monatsschrift fuer Kriminologie und Strafrechtsreform is the property of De Gruyter and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose – The purpose of this study is to investigate the moral licensing effect of other in-group members' organizational citizenship behavior (OCB) on focal employees' organizational deviance through moral self-concept. This paper also examines the moderating role of in-group identification in the mediated relationship. Design/methodology/approach – The multilevel path analysis and bootstrapping technique are employed to analyze the findings of a sample of 340 employees in 56 workgroups in Vietnam. Findings – The results demonstrate that moral self-concept mediates the positive relationship between other in-group members' OCB and focal employees' organizational deviance. Furthermore, the findings indicate that in-group identification strengthens the indirect effect of other in-group members' OCB on focal employees' organizational deviance via moral self-concept. Practical implications – The findings suggest that managers should be aware of the potential negative consequences of OCB and the drawbacks of in-group identification in group contexts. In addition, practitioners should proactively prevent other in-group members' OCB from resulting in employees' organizational deviance. Originality/value – This is the first study to examine the moral licensing effect of OCB on organizational deviance through the moral self-concept mechanism and the moderating role of in-group identification in this mediated relationship.

Copyright of Service Industries Journal is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The current research examines the possible outcomes of cronyism like organizational deviance (OD), organizational cynicism (OCy), and counterproductive work behavior and also investigates the mediating variable violation of psychological contract (VPC) among cronyism and its possible outcomes. Many studies have investigated the presence of organizational cronyism (OC) at the workplace and its impacts on certain variables. However, the outcomes observed in this study, i.e., OD, OCy, and counter-productive work behavior were not empirically investigated previously as per researchers' knowledge. The second gap this study fills is the mediating effect of VPC between the studied variables. Thirdly, the study was conducted in Azad Jammu and Kashmir, Pakistan, which is almost the first attempt to investigate this phenomenon in Azad Jammu and Kashmir. Data were collected from the employees working under different ministries of Azad Jammu and Kashmir, Pakistan like education, forest, sports, information, local government, finance, and tourism. The data from 350 employees were collected through convenience sampling. The data collection process was conducted at two distinct time lags. Results show that OC significantly and positively relates with OD, OCy, and counter-productive work behavior, whereas VPC mediates the relationship among OC and OD, OC, and counter-productive work behavior. Employees enjoying special favors from the leadership seem to be more dedicated toward the organization than the employees who do not have this favor, and the ultimate result is negative for the organization. [ABSTRACT FROM AUTHOR]

Self-serving leadership is a typical example of destructive leadership that has negative effects on its subordinates and organization. According to social identity theory, we propose a theoretical model that self-serving leadership induces employee interpersonal deviance and organizational deviance through organization identification, and we explore the moderating role of moral identity in this relationship. Based on survey data collected from 377 questionnaires by using a three-wave time lagged design, structural equation modeling results showed that (1) there was a significant positive correlation between self-serving leadership and employees’ deviant behavior, (2) organizational identification partially mediates the relationship between self-serving leadership and employees’ deviant behavior, and (3) employees’ moral identity negatively moderates the relationship between self-serving leadership and employees’ organizational identification. The findings further extend the research on the influence of self-serving leadership on employee workplace deviance. They also reveal the mechanisms and boundary conditions of the effect of self-serving leadership on employee workplace deviance. [ABSTRACT FROM AUTHOR]

The current research examines the possible outcomes of cronyism like organizational deviance (OD), organizational cynicism (OCy), and counterproductive work behavior and also investigates the mediating variable violation of psychological contract (VPC) among cronyism and its possible outcomes. Many studies have investigated the presence of organizational cronyism (OC) at the workplace and its impacts on certain variables. However, the outcomes observed in this study, i.e., OD, OCy, and counter-productive work behavior were not empirically investigated previously as per researchers’ knowledge. The second gap this study fills is the mediating effect of VPC between the studied variables. Thirdly, the study was conducted in Azad Jammu and Kashmir, Pakistan, which is almost the first attempt to investigate this phenomenon in Azad Jammu and Kashmir. Data were collected from the employees working under different ministries of Azad Jammu and Kashmir, Pakistan like education, forest, sports, information, local government, finance, and tourism. The data from 350 employees were collected through convenience sampling. The data collection process was conducted at two distinct time lags. Results show that OC significantly and positively relates with OD, OCy, and counter-productive work behavior, whereas VPC mediates the relationship among OC and OD, OC, and counter-productive work behavior. Employees enjoying special favors from the leadership seem to be more dedicated toward the organization than the employees who do not have this favor, and the ultimate result is negative for the organization.

We explored the influence of hospitality employees' workplace spirituality on person–organization (P–O) fit and workplace deviance, and P–O fit as a mediator of the link between workplace spirituality and workplace deviance. Data were collected from 275 employees across 20 tourist hotels in Taiwan. To avoid common method variance, participants completed the survey at two time points. They first responded to items related to workplace spirituality, then 4 weeks later, they responded to the workplace deviance and P–O fit measures. Results show that workplace spirituality negatively affected interpersonal and organizational workplace deviance, and P–O fit mediated the relationship between workplace spirituality and interpersonal deviance. However, the mediating effect of P–O fit in the link between workplace spirituality and organizational deviance was not significant. These results provide a reference for practice and researchers. [ABSTRACT FROM AUTHOR]

Mistreatment in childbirth is institutionalized in many healthcare settings globally, causing widespread harm. Rising concern has elicited research on its prevalence and characteristics, with limited attention to developing explanatory theory. Mistreatment, a complex systemic and behavioral phenomenon, requires social science theory to explain its persistence despite official norms that promote respectful care. Diane Vaughan's normalization of organizational deviance theory from organizational sociology emerged from studies of how things go wrong in organizations. Its multi-level framework provided an opportunity for analogical cross-case comparison to elaborate theory on mistreatment as normalized organizational deviance. To elaborate the theory, the Tanzanian public health system in the period of 2010-2015 was selected as a case. A broad Scopus search identified 4068 articles published on the health system and maternal health in Tanzania of which 122 were selected. Data was extracted using a framework based on the theory and reviews of mistreatment in healthcare. Relationships and patterns emerged through comparative analysis across concepts and system levels and then were compared with Vaughan's theory and additional organizational theories. Analysis revealed that normalized scarcity at the macro-level combined with production pressures for biomedical care and imbalanced power-dependence altered values, structures and processes in the health system. Meso-level actors struggled to achieve production goals with limited autonomy and resources, resulting in workarounds and informal rationing. Biomedical care was prioritized, and emotion work was rationed in provider interactions with women, which many women experienced as disrespect. Analogical comparison with another case of organizational deviance based on literature enabled a novel approach to elaborate theory. The emergent theory sheds light on opportunities to transform systems and routinize respectful care. Theory application in additional settings and exploration of other social theories is needed for further understanding of this complex problem. [ABSTRACT FROM AUTHOR]

In many organizations, subsidiary performance goals are developed remotely by optimistic leaders back at headquarters, leaving deployed managers vulnerable to unrealistic operational expectations on the frontline, unable to follow orders. Most management research categorizes employees' failure to follow workplace directives as deviant behavior. In contrast, I argue that in some circumstances 'disobeying orders' should be considered a virtuous, responsible leadership strategy when facing unachievable tasks. Through a historical analysis of the surrender of the British colony Singapore to Japan during World War II, this paper links pro-social rule breaking (PSRB), productive resistance, and responsible leadership literatures, developing a process model that explains how some deployed leaders cope with ethical dilemmas in virtuous ways by 'disobeying orders'. [ABSTRACT FROM AUTHOR]