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  1. Stealing Time on the Company’s Dime: Examining the Indirect Effect of Laissez-Faire Leadership on Employee Time Theft.Biyun Hu, Crystal M. Harold & Dayoung Kim - forthcoming - Journal of Business Ethics:1-19.
    Employee time theft is a costly and prevalent unethical work behavior. Yet, this construct has received less attention compared to other unethical behaviors, and as such, the literature has only a rudimentary understanding of why employees engage in time theft. Thus, the primary goal of this research is to provide greater insight into both why employees engage in time theft and who is most likely to engage in time theft. To do so, we draw from social information processing theory to (...)
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  • Doing It Purposely? Mediation of Moral Disengagement in the Relationship Between Illegitimate Tasks and Counterproductive Work Behavior.Lijing Zhao, Long W. Lam, Julie N. Y. Zhu & Shuming Zhao - 2022 - Journal of Business Ethics 179 (3):733-747.
    Employees perceive illegitimate tasks as inappropriate assignments because such tasks are beyond what they expect to do in any given job position. Extant literature indicates that, in addition to creating psychological strain and reducing well-being, illegitimate task assignments can result in counterproductive work behavior. This study extends the literature by examining whether illegitimate tasks may lead to two specific forms of CWB targeting organizations: destructive voice and time theft. To understand how and when this happens, we investigate the mediating role (...)
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  • Reconceptualizing Moral Disengagement as a Process: Transcending Overly Liberal and Overly Conservative Practice in the Field.Ulf Schaefer & Onno Bouwmeester - 2021 - Journal of Business Ethics 172 (3):525-543.
    Moral disengagement was initially conceptualized as a process through which people reconstrue unethical behaviors, with the effect of deactivating self-sanctions and thereby clearing the way for ethical transgressions. Our article challenges how researchers now conceptualize moral disengagement. The current literature is overly liberal, in that it mixes two related but distinct constructs—process moral disengagement and the propensity to morally disengage—creating ambiguity in the findings. It is overly conservative, as it adopts a challengeable classification scheme of “four points in moral self-regulation” (...)
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  • The Impact of Work-Related Use of Information and Communication Technologies After Hours on Time Theft.Chenqian Xu, Zhu Yao & Zhengde Xiong - forthcoming - Journal of Business Ethics:1-14.
    Time theft is a prevalent, costly, and generally discreet employee activity in firms; nonetheless, very limited research is available on it. To explore why, how, and when employees exhibit time theft, we investigate the influence mechanism of work-related use of information and communication technologies after hours on time theft from the perspective of resource gain and loss. Our study found that W_ICTs significantly promotes employee time theft. Emotional exhaustion and moral disengagement play a mediating role in the relationship between W_ICTs (...)
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  • Moral Disengagement at Work: A Review and Research Agenda.Alexander Newman, Huong Le, Andrea North-Samardzic & Michael Cohen - 2020 - Journal of Business Ethics 167 (3):535-570.
    Originally conceptualized by Bandura as the process of cognitive restructuring that allows individuals to disassociate with their internal moral standards and behave unethically without feeling distress, moral disengagement has attracted the attention of management researchers in recent years. An increasing body of research has examined the factors which lead people to morally disengage and its related outcomes in the workplace. However, the conceptualization of moral disengagement, how it should be measured, the manner in which it develops, and its influence on (...)
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  • Supervisor Narcissism and Time Theft: Investigating the Mediating Roles of Emotional Exhaustion and the Moderating Roles of Attachment Style.Zhihui Ding, Wenxing Liu, Guanglei Zhang & Huaqiang Wang - 2018 - Frontiers in Psychology 9.
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  • When Targets Strike Back: How Negative Workplace Gossip Triggers Political Acts by Employees.Bao Cheng, Yun Dong, Zhenduo Zhang, Ahmed Shaalan, Gongxing Guo & Yan Peng - 2020 - Journal of Business Ethics 175 (2):289-302.
    This study examines why and when negative workplace gossip promotes self-serving behaviors by the employees being targeted. Using conservation of resources theory, we find that targets tend to increase their political acts as a result of ego depletion triggered by negative gossip. We also show that sensitivity to interpersonal mistreatment and moral disengagement moderate this process. Specifically, we demonstrate that targets with high levels of sensitivity to interpersonal mistreatment are more likely to experience ego depletion, and that targets with high (...)
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  • A multilevel investigation of leader–member exchange differentiation’s consequences: A moral disengagement perspective.Amer Ali Al-Atwi, Elham Alshaibani, Ali Bakir, Haneen M. Shoaib & Mohanad Dahlan - 2022 - Frontiers in Psychology 13.
    We examine the effects of leader–member exchange differentiation on team members’ outcomes by using team moral disengagement as a psychological mechanism mediating this relationship and LMX differentiation bases moderating the relationship. Analysis of multilevel data collected from 289 frontline employees organized into 76 finance-related customer service teams shows that LMX differentiation significantly reduced team moral disengagement only when the performance basis was high, and that the negative relationship between LMX differentiation and team moral disengagement was significant only when the personal (...)
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