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  1. The Role of the Applicant’s Moral Identity and the Firm’s Performance on the Ethical Signals/Organization Attraction Relationship.W. DeGrassi Sandra - 2019 - Journal of Business Ethics 158 (4):923-935.
    Both the organization and recruiter provide signals to candidates that ultimately affect organizational attraction. Ethics is an important area that communicates vital information to candidates. Drawing on social identity theory, signaling theory, and person–organization fit, this study finds that ethical signals during the recruitment process do affect applicant attraction. Additionally, two important moderators, self-importance of moral identity and firm performance were examined. Using a robust laboratory study, this research found results generally consistent with the hypothesized relationships.
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  • The Role of the Applicant’s Moral Identity and the Firm’s Performance on the Ethical Signals/Organization Attraction Relationship.Sandra W. DeGrassi - 2019 - Journal of Business Ethics 158 (4):923-935.
    Both the organization and recruiter provide signals to candidates that ultimately affect organizational attraction. Ethics is an important area that communicates vital information to candidates. Drawing on social identity theory, signaling theory, and person–organization fit, this study finds that ethical signals during the recruitment process do affect applicant attraction. Additionally, two important moderators, self-importance of moral identity and firm performance were examined. Using a robust laboratory study, this research found results generally consistent with the hypothesized relationships.
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  • How Does Moral Identity Promote Employee Voice Behavior? The Roles of Work Engagement and Leader Secure-Base Support.Na-Ting Liu, Shu-Chen Chen & Wei-Chu Lee - 2022 - Ethics and Behavior 32 (5):449-467.
    ABSTRACT This study seeks exploration of how employees’ moral identity is related to voice behavior in the current organizational dynamics. By integrating the self-consistency theory with a situational strength perspective, a moderated mediation model was constructed to examine connections among moral identity, leader secure-base support, work engagement, and voice behavior. Surveys were collected at 2 time points, 1 month apart, from 206 full-time employees in various organizations and industries in Taiwan. Supporting results indicated that employees’ moral identity was positively related (...)
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  • The Conflict Between Partnership and Fairness in the Decision of Whom to Help.Mauricio Palmeira & Kunter Gunasti - forthcoming - Journal of Business Ethics:1-16.
    Many activities in organizations benefit from informal networks, in which individuals help each other without an obligation to do so. Helping can take time and effort and expert helpers may find themselves in high demand not being able to help every requester. In this research, we examine the impact of prior help in the decision to help the same person again versus help someone new. We propose that feelings of partnership created by an initial act of help encourage helpers to (...)
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  • The Interpersonal Benefits of Leader Mindfulness: A Serial Mediation Model Linking Leader Mindfulness, Leader Procedural Justice Enactment, and Employee Exhaustion and Performance.Sebastian C. Schuh, Michelle Xue Zheng, Katherine R. Xin & Juan Antonio Fernandez - 2019 - Journal of Business Ethics 156 (4):1007-1025.
    Although it is an increasingly popular assumption that leader mindfulness may positively affect leader behaviors and, in turn, employee outcomes, to date, little empirical evidence supports this view. Against this backdrop, the present research seeks to develop and test a serial mediation model of leader mindfulness. Specifically, we propose that leader mindfulness enhances employee performance and that this relationship is explained by increased leader procedural justice enactment and, subsequently, reduced employees’ emotional exhaustion. We conducted three studies to test this model. (...)
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  • The Mirage of Procedural Justice and the Primacy of Interactional Justice in Organizations.Rasim Serdar Kurdoglu - 2020 - Journal of Business Ethics 167 (3):495-512.
    This paper offers a novel situational approach to study organizational justice in which the proposed unit of analysis is managerial behavior manifested in argumentation rather than employee justice perceptions. The currently dominant theoretical framework in justice research, which is built on justice perceptions, neglects the unique features of organizational order and vulnerability of procedural justice perceptions. As the procedural justice concept belongs chiefly to a spontaneous market order under which the rule of law is made possible, it is inappropriate to (...)
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  • Harnessing the Power Within: The Consequences of Salesperson Moral Identity and the Moderating Role of Internal Competitive Climate.Omar S. Itani & Nawar N. Chaker - forthcoming - Journal of Business Ethics:1-25.
    The purpose of this research is to examine the notion of salesperson moral identity as a prosocial individual trait and its associated effects on customer and coworker relationships. In addition, this study examines the underlying processes in which these effects occur as well as the moderating role of internal competitive climate. Our empirical investigation of business-to-business sales professionals reveals that moral identity has both direct and indirect effects on a salesperson’s customer- and team-directed outcomes. Specifically, our results demonstrate that salesperson (...)
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  • Does A Trusted Leader Always Behave Better? The Relationship Between Leader Feeling Trusted by Employees and Benevolent and Laissez-Faire Leadership Behaviors.Xingwen Chen, Zheng Zhu & Jun Liu - 2021 - Journal of Business Ethics 170 (3):615-634.
    The concept of _feeling trusted_, which has received far less attention from researchers than _trusting_, refers to the trustee’s awareness of trustor’s exposed vulnerability and positive expectations. Previous research has merely centered on employees’ feeling of being trusted by their leaders and its influences on their work-related outcomes, but there is little work about the impact of leader feeling trusted by employees. Grounded in social exchange theory and moral licensing theory, the current research centers on explaining why leaders’ sense of (...)
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  • Motivation and Justice at Work: The Role of Emotion and Cognition Components of Personal and Collective Work Identity.Ola Nordhall & Igor Knez - 2018 - Frontiers in Psychology 8.
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  • Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature.Edward P. O’Connor & Marian Crowley-Henry - 2019 - Journal of Business Ethics 156 (4):903-917.
    This conceptual paper explores the relationship between an organization’s exclusive talent management practices, employees’ perceptions of the fairness of exclusive TM practices, and the corresponding impact on employee engagement. We propose that in organizations pursuing exclusive TM programs, employee perceptions of organizational justice of the exclusive TM practices may affect their employee engagement, which may influence both organizational and employee outcomes. Building on extant research, we present a conceptual framework depicting the relationship between exclusive TM practices, organizational justice and employee (...)
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