1.  31
    The Crucial Role of Turnover Intentions in Transforming Moral Disengagement Into Deviant Behavior at Work.Jessica Siegel Christian & Aleksander P. J. Ellis - 2014 - Journal of Business Ethics 119 (2):1-16.
    Organizational deviance represents a costly behavior to many organizations. While some precursors to deviance have been identified, we hope to add to our predictive capabilities. Utilizing social cognitive theory and psychological contract theory as explanatory concepts, we explore the role of moral disengagement and turnover intentions, testing our hypotheses using two samples: a sample of 44 nurses from a hospital system in the Southwestern United States (Study 1), and a sample of 52 working adults collected from an online survey system (...)
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    How Perpetrator Gender Influences Reactions to Premeditated Versus Impulsive Unethical Behavior: A Role Congruity Approach.Ke Michael Mai, Aleksander P. J. Ellis & David T. Welsh - 2020 - Journal of Business Ethics 166 (3):489-503.
    A significant body of research has emerged in order to better understand unethical behavior at work and how gender plays a role in the process. In this study, we look to add to this literature by exploring how perpetrator gender influences reactions to distinct types of unethicality. Rather than viewing unethical behavior as a unitary construct, where all forms of lying, cheating, and stealing are the same, we integrate theories and concepts from the criminal justice and moral psychology literatures to (...)
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    If You Can’t Join ‘Em, Report ‘Em: A Model of Ostracism and Whistleblowing in Teams.Trevor M. Spoelma, Nitya Chawla & Aleksander P. J. Ellis - 2020 - Journal of Business Ethics 173 (2):345-363.
    Unethical behavior coordinated and concealed by teams continues to represent a troubling and all-too-frequent occurrence in organizations. Unfortunately, those who are most knowledgeable about this behavior and thereby best suited to report it to authorities—the complicit members themselves—are susceptible to unique pressures that often discourage them from blowing the whistle. Team members rely on their teammates for relational and other beneficial resources, making it more difficult to potentially break those ties by snitching. However, we argue that the pressure to stay (...)
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