Although theory refers to organizational culture as an important variable in corrupt organizations, only little empirical research has addressed the characteristics of a corrupt organizational culture. Besides some characteristics that go hand in hand with unethical behavior and other features of corrupt organizations, we are still not able to describe a corrupt organizational culture in terms of its underlying assumptions, values, and norms. With a qualitative approach, we studied similarities of organizational culture across different corrupt organizations. In this study, we (...) performed content analysis on interviews of 14 independent experts about their experience with corrupt organizations. With this approach, we gained insights about different corrupt organizations spanning different branches (e.g., government, foreign trade, pharmacy, sports, building industry). We found that corrupt organizations perceive themselves to fight in a war, which leads to their taken-for-granted assumption that “the end justifies the means”. This assumption inspires many values and norms of the organizational culture. An important value in a corrupt organization is “security”, and an important norm is punishment of deviant (i.e., non-corrupt) behavior. Furthermore, managers and employees differ in their perception of organizational culture. While the management endorses values, such as success, results, and performance, and implements these values in their norms of goal setting, employees make use of rationalization strategies and endorse values of security and team spirit. (shrink)

Research on value congruence rests on the assumption that values denote desirable behaviors and ideals that employees and organizations strive to approach. In the present study, we develop and test the argument that a more complete understanding of value congruence can be achieved by considering a second type of congruence based on employees’ and organizations’ counter-ideal values. We examined this proposition in a time-lagged study of 672 employees from various occupational and organizational backgrounds. We used difference scores as well as (...) polynomial regression and response surface analyses to test our hypotheses. Consistent with our hypotheses, results reveal that counter-ideal value congruence has unique relations to employees’ trust in the organization that go beyond the effects of ideal value congruence. We discuss theoretical and practical implications of this expanded perspective on value congruence. (shrink)

Research on value congruence rests on the assumption that values denote desirable behaviors and ideals that employees and organizations strive to approach. In the present study, we develop and test the argument that a more complete understanding of value congruence can be achieved by considering a second type of congruence based on employees’ and organizations’ counter-ideal values. We examined this proposition in a time-lagged study of 672 employees from various occupational and organizational backgrounds. We used difference scores as well as (...) polynomial regression and response surface analyses to test our hypotheses. Consistent with our hypotheses, results reveal that counter-ideal value congruence has unique relations to employees’ trust in the organization that go beyond the effects of ideal value congruence. We discuss theoretical and practical implications of this expanded perspective on value congruence. (shrink)

We conducted an online study of projected behavioral and emotional responses to escalating terrorist threat. The study employed scenarios in which terrorists targeted commercial airliners with missiles at an international airport. An important feature of attacks on commercial flights is that unlike many other terrorist threats, exposure to the risk can be controlled simply be refusing to fly. Nine scenarios were constructed by crossing two between-subjects factors, each with three levels: (1) planned government protective actions and (2) social norm, expressed (...) as variation in airline ticket sales. Scenarios also incorporated descriptions of three increasingly severe attacks; this was a within-subjects factor. After each description, we asked respondents to imagine they had planned a vacation to a destination 2,500 km away, and we examined their projected fear and behavior. Fear increased and more trips were canceled as the attacks escalated. Government protective actions and social norm had little impact on either fear or planned flying. (shrink)

This study looks into the role that eye contact plays in helping people to control themselves in social settings and to avoid breaking social norms. Based on previous research, it is likely that eye contact increases prosocial behavior via heightened self-awareness and increased interpersonal synchrony. In our study, we propose that eye contact can also support constructive social behavior by causing people to experience heightened embarrassment when they are breaking social norms. We tested this in a lab experiment in which (...) participants read insults at the experimenter. In the experimental condition, participants maintained eye contact with the experimenter. In the control condition, the experimenter did not maintain eye contact. We measured embarrassment with a self-report measure, heart rate to capture arousal, and two observational indicators of embarrassment. In line with our hypotheses, having eye contact during norm breaking behavior as compared to no eye contact led to a stronger increase in self-reported embarrassment, a higher heart rate as well as more hesitation and more laughter. We conclude that eye contact does indeed lead to more embarrassment, while breaking social norms. This implies that eye contact gives people the power to punish norm breaking in others by inducing an aversive emotional experience. (shrink)