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Relevant bibliographies by topics / Organizational misbehavior

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Journal articles

Academic literature on the topic 'Organizational misbehavior'

Author: Grafiati

Published: 4 June 2021

Last updated: 17 February 2022

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Journal articles on the topic "Organizational misbehavior"

1

Vardi, Yoav, and Ely Weitz. "Using the Theory of Reasoned Action to Predict Organizational Misbehavior." Psychological Reports 91, no. 3_suppl (2002): 1027–40. http://dx.doi.org/10.2466/pr0.2002.91.3f.1027.

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A review of literature on organizational behavior and management on predicting work behavior indicated that most reported studies emphasize positive work outcomes, e.g., attachment, performance, and satisfaction, while job related misbehaviors have received relatively less systematic research attention. Yet, forms of employee misconduct in organizations are pervasive and quite costly for both individuals and organizations. We selected two conceptual frameworks for the present investigation: Vardi and Wiener's model of organizational misbehavior and Fishbein and Ajzen's Theory of Reasoned Action. The latter views individual behavior as intentional, a function of rationally based attitudes toward the behavior, and internalized normative pressures concerning such behavior. The former model posits that different (normative and instrumental) internal forces lead to the intention to engage in job-related misbehavior. In this paper we report a scenario based quasi-experimental study especially designed to test the utility of the Theory of Reasoned Action in predicting employee intentions to engage in self-benefitting (Type S), organization-benefitting (Type O), or damaging (Type D) organizational misbehavior. Results support the Theory of Reasoned Action in predicting negative workplace behaviors. Both attitude and subjective norm are useful in explaining organizational misbehavior. We discuss some theoretical and methodological implications for the study of misbehavior intentions in organizations.

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2

Weitz, Ely, Yoav Vardi, and Ora Setter. "Spirituality and organizational misbehavior." Journal of Management, Spirituality & Religion 9, no. 3 (2012): 255–81. http://dx.doi.org/10.1080/14766086.2012.730782.

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3

Chi, Shu-cheng Steve, Ray Friedman, and Hsin-Hsin Lo. "Vicarious Shame/Guilt during Organizational Misbehavior: The Role of Organizational Identification." Academy of Management Proceedings 2012, no. 1 (2012): 12210. http://dx.doi.org/10.5465/ambpp.2012.12210abstract.

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4

De Schrijver, Annelies, Karlien Delbeke, Jeroen Maesschalck, and Stefaan Pleysier. "Fairness Perceptions and Organizational Misbehavior: An Empirical Study." American Review of Public Administration 40, no. 6 (2010): 691–703. http://dx.doi.org/10.1177/0275074010363742.

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5

Chi, Shu-Cheng Steve, Raymond A. Friedman, and Hsin-Hsin Lo. "Vicarious shame and psychological distancing following organizational misbehavior." Motivation and Emotion 39, no. 5 (2015): 795–812. http://dx.doi.org/10.1007/s11031-015-9483-0.

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6

Dadaboyev, Sherzodbek Murodilla Ugli, and Yoonjung Baek. "Review of Organizational Misbehavior Constructs: Hierarchical Reflective Model." Academy of Management Proceedings 2021, no. 1 (2021): 16201. http://dx.doi.org/10.5465/ambpp.2021.16201abstract.

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7

Shapira-Lishchinsky, Orly, and Tania Levy-Gazenfrantz. "Citizenship behavior and misbehavior among superintendents." Journal of Educational Administration 58, no. 1 (2019): 1–18. http://dx.doi.org/10.1108/jea-03-2019-0034.

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Purpose The purpose of this paper is to explore an integrative model which includes specific intentions that may explain the contradictory citizenship behaviors and misbehaviors among superintendents in Israel. Design/methodology/approach In total, 518 superintendents from seven Israeli Ministry of Education district offices were randomly selected. Based on sequence theory, the study examined motivational perceptions of authentic leadership, psychological empowerment and collective efficacy, and their relationships toward intentions to engage in organizational citizenship behavior (OCB) and organizational misbehavior (OMB) which may lead to OCB and OMB. The research combined self-reports and computer records. The model was analyzed using Mplus statistical packages. Findings The authors found that intentions to be late positively predicted lateness, while intentions to leave predicted OMB. In addition, the study indicates several mediating relationships. For example, intentions to engage in OCB-organization and OCB-individual fully mediated the relationship between “self-determination” of psychological empowerment and OCB. In addition, intention to leave mediated the relationship between authentic leadership and lateness. Originality/value Across nationalities, superintendents greatly impact the educational processes in their districts. Their high status in the educational system makes them role models. Therefore, it is important to investigate their behaviors and motivations. The findings may contribute toward developing an integrative approach that can predict the superintendents’ behaviors by suggesting specific intentions that can explain corresponding behaviors. This model may also help in developing educational policies for reducing the superintendents’ OMB and increasing their OCB.

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8

Bloedorn, Louisa Antonia, and Miriam Muethel. "Ethical Rebels: Developing Scales for Leaders’ Ethical Pro-Organizational Misbehavior." Academy of Management Proceedings 2019, no. 1 (2019): 16415. http://dx.doi.org/10.5465/ambpp.2019.16415abstract.

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9

VARDI, YOAV. "USING THE THEORY OF REASONED ACTION TO PREDICT ORGANIZATIONAL MISBEHAVIOR." Psychological Reports 91, no. 7 (2002): 1027. http://dx.doi.org/10.2466/pr0.91.7.1027-1040.

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10

VARDI, YOAV. "USING THE THEORY OF REASONED ACTION TO PREDICT ORGANIZATIONAL MISBEHAVIOR." Psychological Reports 91, no. 8 (2002): 1027. http://dx.doi.org/10.2466/pr0.91.8.1027-1040.

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