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Journal articles on the topic 'Organizational misbehavior'

Author: Grafiati

Published: 4 June 2021

Last updated: 17 February 2022

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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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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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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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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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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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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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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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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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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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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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손헌일 and 박상봉. "‘Black Consumer Behavior’ and Organizational Misbehavior: The Moderating Effects of encourage." Management & Information Systems Review 36, no. 4 (2017): 103–16. http://dx.doi.org/10.29214/damis.2017.36.4.006.

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Tziner, Aharon, Erich C. Fein, and Cristinel Vasiliu. "Testing a Comprehensive Model of Organizational Justice Perceptions and Personal States with Personal and Organizational Outcomes." International Journal of Business and Management 15, no. 2 (2020): 17. http://dx.doi.org/10.5539/ijbm.v15n2p17.

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Managers need to understand the types of perceptions, feelings, and reactions they should elicit from personnel under their direction. To this end, a parsimonious model is required. However, few comprehensive models linking managerial behaviours to employee states and outcomes have been developed and tested. Accordingly, this research articulates the importance of three critical constructs - leader&ndash;member exchange (LMX), job satisfaction, and perceived organizational justice &ndash; and associations with emotional exhaustion, work motivation, workplace misbehavior, and emotional intelligence as a concise and efficient model that explains the relationships between attitudes and states within individuals, and related, important work and personal outcomes. The model displayed a very high level of reliability and validity based on the exceptional fit of the structural equation models across two very large samples (over 1600 participants in each study).

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13

Vardi, Yoav, and Yoash Wiener. "Misbehavior in Organizations: A Motivational Framework." Organization Science 7, no. 2 (1996): 151–65. http://dx.doi.org/10.1287/orsc.7.2.151.

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Kim, Jin, and Hyunsub Kum. "Exploring goal clarity’s multidimensional effect on pro-organizational misbehavior in the Korean government." Korean Public Administration Review 51, no. 4 (2017): 149–79. http://dx.doi.org/10.18333/kpar.51.4.149.

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Waseem, Maimoona. "Deviant Workplace Behaviors in Organizations in Pakistan." Lahore Journal of Business 4, no. 2 (2016): 93–104. http://dx.doi.org/10.35536/ljb.2016.v4.i2.a5.

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While employees bring their own set of values and attitudes to the workplace, companies that adopt a positive approach toward their employees are likely to be more productive. Employee misbehavior and workplace deviance can have a severe impact on overall organizational performance and productivity, with a corresponding increase in costs. The literature indicates that deviant behaviors include stress, violence, sexual harassment, employee hostility and organizational injustice. This study examines the extent of organizational and interpersonal deviance at a private sector firm in Pakistan, in which a sample of 50 employees were asked to rate deviant workplace behaviors. The independent variables include leader mistreatment, employee hostility, organizational sabotage, intention to quit, and political and production deviance. The study finds a significant relationship between workplace deviance and most of these variables.

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Bloedorn, Louisa Antonia, and Miriam Muethel. "When German Soldiers Disobey for the Sake of the Troop: Examining Pro-Organizational Misbehavior." Academy of Management Proceedings 2018, no. 1 (2018): 13247. http://dx.doi.org/10.5465/ambpp.2018.13247abstract.

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Kidwell, Roland E., and Sean R. Valentine. "Positive Group Context, Work Attitudes, and Organizational Misbehavior: The Case of Withholding Job Effort." Journal of Business Ethics 86, no. 1 (2008): 15–28. http://dx.doi.org/10.1007/s10551-008-9790-4.

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Huff, Jessica, Michael D. White, and Scott H. Decker. "Organizational correlates of police deviance." Policing: An International Journal 41, no. 4 (2018): 465–81. http://dx.doi.org/10.1108/pijpsm-08-2017-0092.

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PurposeMany examinations of police misconduct involve case study methodologies applied to a single agency, or a handful of agencies. Consequently, there is little evidence regarding the types of misconduct across agencies, or the impact of department-level characteristics on the nature and prevalence of officer deviance. The purpose of this paper is to address this research gap using statewide data of over 1,500 charges of police misconduct filed with the Arizona Peace Officer Standards and Training Board (AZPOST) from 2000 to 2011.Design/methodology/approachThis study examines variation in the prevalence and forms of misconduct across 100+ agencies based on agency type and size. Difference scores were calculated for every agency in the state to determine whether an agency’s level of misconduct was proportionate to the number of officers employed by that agency. AZPOST data were supplemented with Law Enforcement Management and Statistics data to identify organizational correlates of misconduct in agencies generating disproportionately low and high levels of misconduct.FindingsResults identify variation in officer misconduct across different types of agencies. Tribal agencies generally experience higher rates of domestic violence and drug/alcohol-related incidents. Smaller agencies have more misconduct allegations involving supervisors. Organizational characteristics including pre-hiring screening, accountability mechanisms and community relationships are associated with lower levels of agency misconduct.Originality/valueThe use of AZPOST data enables a statewide examination of misconduct while accounting for organizational context. This study identifies organizational features that might serve to protect agencies against disproportionate rates of officer misbehavior.

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Ermann, M. David. "Book Review: Misbehavior in Organizations: Theory, Research, and Management." Work and Occupations 32, no. 1 (2005): 108–9. http://dx.doi.org/10.1177/0730888404266414.

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Blickle, Gerhard, Bastian P. Kückelhaus, Iris Kranefeld, et al. "Political skill camouflages Machiavellianism: Career role performance and organizational misbehavior at short and long tenure." Journal of Vocational Behavior 118 (April 2020): 103401. http://dx.doi.org/10.1016/j.jvb.2020.103401.

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Mulcahy, Rory, and Edwina Luck. "Row! Row! Row Your Boat! Transformative Value Cocreation and Codestruction in Elite and Olympic Rowers." Journal of Sport Management 34, no. 4 (2020): 354–66. http://dx.doi.org/10.1123/jsm.2019-0381.

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This article explores in-depth interviews with elite and Olympic rowers to examine transformative value, dimensions of value creation that generate uplifting change and greater well-being, and the resources integrated to cocreate or destroy these benefits. This study is the first to demonstrate transformative value in a sport setting, extending theorizing on value in sport studies and demonstrating the utility of the multidimensional frameworks with five dimensions: emotional, social, functional, epistemic, and community value. The authors also uncover the cocreative “social support” and “restorative” resources, the cocreative and codestructive resource of “coperformance,” and the codestructive resources of “interpersonal misbehavior” and “sport misbehavior.” This study provides greater understanding of transformative value by concurrently examining resource integration from both a cocreation and codestruction perspective.

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Maia, Letícia Gomes, and Antonio Virgilio Bittencourt Bastos. "Comprometimento calculativo e retaliação: visão integrada dos conceitos em uma organização pública." Revista de Administração da UFSM 4, no. 3 (2011): 390–405. http://dx.doi.org/10.5902/198346593149.

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This article aims to contribute to the revision of the multidimensionality of the concept of commitment and the development of relevant research on the subject of misbehavior in the workplace, through the discussion on the basis of calculative commitment and its relation to behavior of negligence as a reaction to a state of dissatisfaction. The research was quantitative and the prospect was held in a public organization with offices in ten cities of Brazil. The sampling was random and stratified proportional by area of operation and resulted in 519 respondents. The instruments were: Awareness and trial of Organizational Retaliation Scale and Calculative Organizational Commitment Scale. The results show that employees of this organization have a low level of calculative commitment and low perception of retaliation, which indicates a positive relationship between the two constructs. These results corroborate other studies that show positive correlations between the calculative base and undesirable behaviors, the opposite way to other bases of multidimensional commitment - affectiveand normative - and thus confirm the suggestion of withdrawal of calculative basis this concept, and treatment separately as organizational entrenchment.

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AL-Abrrow, Hadi, Alhamzah Alnoor, Eman Ismail, Bilal Eneizan, and Hebah Zaki Makhamreh. "Psychological contract and organizational misbehavior: Exploring the moderating and mediating effects of organizational health and psychological contract breach in Iraqi oil tanks company." Cogent Business & Management 6, no. 1 (2019): 1683123. http://dx.doi.org/10.1080/23311975.2019.1683123.

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Chu, Amanda M. Y., and Mike K. P. So. "Organizational Information Security Management for Sustainable Information Systems: An Unethical Employee Information Security Behavior Perspective." Sustainability 12, no. 8 (2020): 3163. http://dx.doi.org/10.3390/su12083163.

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This article examines the occurrences of four types of unethical employee information security behavior—misbehavior in networks/applications, dangerous Web use, omissive security behavior, and poor access control—and their relationships with employees’ information security management efforts to maintain sustainable information systems in the workplace. In terms of theoretical contributions, this article identifies and develops reliable and valid instruments to measure different types of unethical employee information security behavior. In addition, it investigates factors affecting different types of such behavior and how such behavior can be used to predict employees’ willingness to report information security incidents. In terms of managerial contributions, the article suggests that information security awareness programs and perceived punishment have differential effects on the four types of unethical behavior and that certain types of unethical information security behavior exert negative effects on employees’ willingness to report information security incidents. The findings will help managers to derive better security rules and policies, which are important for business continuity.

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Shkoler, Or, and Aharon Tziner. "The mediating and moderating role of burnout and emotional intelligence in the relationship between organizational justice and work misbehavior." Revista de Psicología del Trabajo y de las Organizaciones 33, no. 2 (2017): 157–64. http://dx.doi.org/10.1016/j.rpto.2017.05.002.

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Southey, Kim. "To fight, sabotage or steal: are all forms of employee misbehaviour created equal?" International Journal of Manpower 37, no. 6 (2016): 1067–84. http://dx.doi.org/10.1108/ijm-12-2015-0219.

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Purpose The endless manifestation of employee misbehaviours can be classified according to Robinson and Bennett’s (1995) employee deviance typology. Using this typology, the purpose of this paper is to examine the level of “judicial” tolerance for offences committed by employees across Australian workplaces that culminated in an arbitration hearing before the country’s federal industrial tribunal. Design/methodology/approach A content analysis was performed on 565 misbehaviour related, unfair dismissal arbitration decisions made by Australia’s federal industrial tribunal between July 2000 and July 2010. Using the count data that resulted, a logistic regression model was developed to determine which unfair dismissal claim characteristics influenced whether or not a dismissal was deemed to be an appropriate course of disciplinary action. Findings The results suggest that an arbitrator’s gender, experience and background have influence on his or her decision. Significance tests also verified that personal aggression, production deviance, political deviance and property deviance were all considered unacceptable in Australian workplaces. Importantly, the results enable the ordering of the range of tolerance. From this ordering, a picture emerged as to what factor may be framing the extremities of the arbitrators’ tolerance for the misbehaviours: the target (or victim) of the behaviour. Research limitations/implications Unfair dismissal claims that are settled through private conciliation, as they occur off the public record, could not be included in the analysis. Practical implications Society’s implicit stakeholder interest in what constitutes appropriate workplace behaviour is further testament to the HRM obligation to facilitate sustainable workforces. Management should consider whether dismissing a misbehaving employee is a reactionary approach to broader organisational issues associated with employee well-being and cultural norms. In order to contribute to sustainable workforces, HRM policies and actions should focus on limiting triggers that drive misbehaviour, particularly behaviours that result in harm to individuals as a matter of priority, followed closely by triggers to behaviours that result in harm to organisational profitability. Originality/value This paper presents new insights about the degrees to which various forms of employee misbehaviour are accepted in the workplace.

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Loi, Raymond, Angela J. Xu, Cheris W. C. Chow, and Jonathan M. L. Kwok. "Customer misbehavior and store managers' work-to-family enrichment: The moderated mediation effect of work meaningfulness and organizational affective commitment." Human Resource Management 57, no. 5 (2017): 1039–48. http://dx.doi.org/10.1002/hrm.21883.

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Cheng, Chia-Yi, and Tzu-Ping Ho. "Financial services and ethical hazards: antecedents of repeated ethical violation." European Journal of Marketing 53, no. 4 (2019): 758–84. http://dx.doi.org/10.1108/ejm-05-2017-0345.

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Purpose Prior studies have extensively explored individual examples of unethical behavior in sales organizations but focused little on repeated violation (RV) of ethical codes, particularly when managers develop salesforces. Based on social learning theory (SLT), the authors propose a multilevel model of RV antecedents and suggest that organizational influence (social cues and modeling) and individual factors (observer characteristics and behavioral outcomes) affect RV, especially with increasing recruitment of salespeople. Design/methodology/approach Using data from a leading financial company in Taiwan, the authors analyzed 1,231 records of salespeople’s misbehavior through logistic regression and average marginal effects. Findings Modeling in the organization (i.e. peer misconduct), observer characteristics (i.e. experience concerning job tenure and prior violations) and behavioral outcomes (i.e. information concealment violations) were all found to affect the likelihood of RV, and the interactional effect of organizational size was confirmed. Research limitations/implications This study contributes to ethical decision-making theory by explaining aspects of RV through SLT. Its multilevel model, integrated with organizational strategy theories, adds an SLT-focused paradigm into unethical behavior research by considering vicarious learning and self-learning, alongside the reciprocal determinism of cognition, behavior, and environment. Practical implications Managers should consider socially based patterns of violation when initiating a sales business plan. The chances of RV are increased by unethical models in the organization and offenders’ potential for violations, which is reinforced by social environment. Originality/value This study clarified the key drivers of RV decision-making using SLT and identified an effective sales development strategy to maintain an ethically responsible salesforce.

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Rao, Paul R. "Ethical Considerations for Healthcare Organizations." Seminars in Speech and Language 41, no. 03 (2020): 266–78. http://dx.doi.org/10.1055/s-0040-1710323.

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AbstractEthical misbehavior in the delivery of healthcare creates harm not only to individual therapists and administrators who might choose to overstep ethical boundaries but also, more broadly, causes harm to patients, to healthcare organizations, to professional organizations, and ultimately to society. Both corporate codes of conduct and professional codes of ethics are important, because they set standards of conduct and penalize noncompliant or unethical conduct. The purposes of this article are (1) to differentiate corporate compliance from ethics in a healthcare organization; (2) to explain the application of ethics principles to organizational and professional behaviors; (3) to discuss three important ethical issues (cultural competence, conflict of interest, and employer demands); and (4) to emphasize that, whether applying a corporate code of conduct or a professional code of ethics (or both), the integrity of each individual is essential to ethical behavior. To illustrate these concepts, ASHA's Code of Ethics is discussed in detail (including the ethics complaint adjudication process), and hypothetical case studies are presented under the macro headings of Cultural Competence, Conflict of Interest, and Employer Demands.

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Schnatterly, Karen, K. Ashley Gangloff, and Anja Tuschke. "CEO Wrongdoing: A Review of Pressure, Opportunity, and Rationalization." Journal of Management 44, no. 6 (2018): 2405–32. http://dx.doi.org/10.1177/0149206318771177.

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Wrongdoing, and specifically that which is committed by top executives, has attracted scholars for decades for a number of reasons. Among them, the consequences of wrongdoing are widespread for organizations and the people in and around them. Due to the vast array of consequences, there continues to be new questions and additional scholarly attempts to uncover why it occurs. In this review, we build upon previous efforts to synthesize the body of literature regarding the antecedents of CEO wrongdoing utilizing a framework that sheds light on the status of the literature and where unanswered questions remain. We apply the Fraud Triangle, a framework drawn from the accounting literature, to derive conclusions about what we know about the pressures faced by CEOs, the opportunities afforded to CEOs to commit wrongdoing, and contributing factors to a CEO’s ability to rationalize misbehavior. We organize the literature on these conceptual antecedents of CEO wrongdoing around internal (e.g., compensation structure and organizational culture) and external (e.g., shareholder pressure and social aspirations) forces. In doing so, we integrate findings from a variety of disciplines (i.e., accounting, finance, and sociology) but remain focused on management scholarship since the last review of organizational wrongdoing to provide an updated state of the literature. This review offers a clear framework and a common language; it highlights gaps in the literature and specific directions for future research with the ultimate goal of understanding why CEOs engage in wrongdoing.

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Thompson, Paul, Paula McDonald, and Peter O’Connor. "Employee dissent on social media and organizational discipline." Human Relations 73, no. 5 (2019): 631–52. http://dx.doi.org/10.1177/0018726719846262.

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What kind of surveillance of employees is evident today? The rights of employers to police and act punitively with regard to workplace dissent and misbehaviour have become contentious legal, policy and ethical issues. Drawing on survey responses from employees in the UK and Australia, this study investigates the scope and scale of employee dissent in relation to critical online comments and the private use of social media during work time. The findings reveal a sufficient pool of misbehaviours, albeit that they are emergent and uneven. Also evident were some apparently contradictory responses with respect to employer rights to profile and discipline, at the same time as asserting employee rights to voice and private online identities. The findings contribute to knowledge of how much and what kinds of online dissent exist in the ambiguous space between the public sphere of work and the private lives of individual employees and what employers do about it.

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Hadjisolomou, Anastasios. "Front-line service managers’ misbehaviour and disengagement: the elephant in the store?" Employee Relations: The International Journal 41, no. 5 (2019): 1015–32. http://dx.doi.org/10.1108/er-06-2018-0176.

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Purpose The purpose of this paper is to revisit discussions on managerial work, seeking to re-examine the front-line service manager’s position within the service triangle, and bring forward questions of agency that remain under-developed by scholars. Challenging the assumed unitarist and “consensus” standing point in organizations it recognizes that front-line managers, similarly to their subordinates, resist corporate demands and unveils stories of “battles” and disengagement towards their role, providing a rich empirical agenda regarding managerial misbehaviour. In order to explore front-line managers’ agency issues, the paper adopts the framework of the dimensions of misbehaviour, as developed by Ackroyd and Thompson (1999), to capture and to better describe and understand the recalcitrant agential practices by front-line managers. Design/methodology/approach The paper calls on qualitative data from two case study organizations in the Cyprus food-retail sector. In total, 46 interviews took place with participants across different departments and different management levels. This aimed for a better and deeper understanding of the research problem through understanding of the different perspectives. Findings The evidence reveals the intensification of FLSMs’ work and their feelings of pressure. FLSMs, however, did not stay apathetic and have utilized tactics to oppose the increasing workload and the expansion of their role. The paper classifies these tactics using the four dimensions of misbehaviour (Ackroyd and Thompson, 1999), namely, appropriation of time; work, product and identity. It shows that FLSMs not only resist corporate demands, like their subordinates, but also devised practices which are similar to workers. The data also reveal a variety in actions of misbehaviour between FLSMs depending on the level of customer interaction and their mobility on the shop floor. Research limitations/implications Students of managerial work overlooked the political realities of management and the contested nature of (front-line service) management work. As this study has shown FLSMs across the shop floor strongly identify more with “front-line employees” than senior management, protecting their own interests within the employment relationship via oppositional actions and disengagement. FLSM is, of course, in an agency relationship with capital; however, this neglects the heterogeneity in interests at different levels of management. This paper shifts the focus of management research away from the traditional agency argument and discusses FLSMs as “misbehaving agents”. It challenges the assumed unitarist and “consensus” standing point for FLSMs in organizations and calls HRM scholars to embrace a pluralist analysis in line management research. Practical implications This research shows that FLSMs misbehave as an expression of discontent towards the expansion and intensification of their role. Yet, the data reveal variation in the organization of FLSMs’ work across the shop floor and consequently variation in their actions of misbehaviour. This suggests that it is erroneous to presume a similar labour process for these managers and/or over-generalize their battling actions. HR practitioners will need to re-examine the roles of FLSMs in organizations, recognize the variety of interests within management, step away from rhetoric discourses of unproblematic devolvement of HR and managerial tasks to the front-line and appropriately review, redesign and re-organize front-line managerial work. Social implications Although research has fruitfully located the powerlessness of front-line managers as a central theme in their analysis, the complexity of the front-line management position within the social relations of interactive service work and their “logic of action” within their labour process remains a relatively marginal theme in research. Indeed, FLSMs’ position within the triangle, where managerial work is subject to degradation and trilateral conflicting dynamics and their battles within their own labour process, still remains under-explored. This study addresses this research lacuna focusing on the FLSMs’ experiences on the front-end and their actions of misbehaviour within their labour process. Originality/value The paper brings forward questions of agency that remain under-developed by scholars and unveils “stories of battles”. It discusses FLSMs as “misbehaving agents” a question that is only superficially addressed in resistance and managerial studies. This paper challenges the embedded HRM unitarist assumption that FLSMs are conscientiously agents of the capital and reveals evidence suggesting the plurality of interests across management. HRM scholars, especially those discussed line managers as HRM partners, have overestimated FLSMs’ identification with senior management and the strategic goals of the organization. As this study has shown FLSMs across the shop floor strongly identify with “front-line employees”, protecting their own interests within the employment relationship via oppositional actions and disengagement.

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Leigh, Jadwiga. "Corrigendum to ‘Recalcitrance, compliance and the presentation of self: Exploring the concept of organizational misbehavior in an English local authority child protection service’ [Children and Youth Services Review, August 2017, Vol. 79, 612-619]." Children and Youth Services Review 81 (October 2017): 422. http://dx.doi.org/10.1016/j.childyouth.2017.09.015.

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Kirchhoff, Jörg W., and Jan C. Karlsson. "Expansion of output: Organizational misbehaviour in public enterprises." Economic and Industrial Democracy 34, no. 1 (2012): 107–22. http://dx.doi.org/10.1177/0143831x12439113.

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Lawrence, Thomas B., and Sandra L. Robinson. "Ain't Misbehavin: Workplace Deviance as Organizational Resistance." Journal of Management 33, no. 3 (2007): 378–94. http://dx.doi.org/10.1177/0149206307300816.

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Although organizational control and power are often designed to diminish workplace deviance, they also have the capacity to incite it. This is because enactments of power that confront organizational members in their daily work lives can create frustration that is expressed in acts of deviance. In this article, the authors examine why power provokes workplace deviance in organizations and, specifically, how types of power affect the form that workplace deviance takes.

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Meisel, Steven. "“Ain't Misbehavin”: Workplace deviance as organizational resistance." Organization Management Journal 5, no. 3 (2008): 181–83. http://dx.doi.org/10.1057/omj.2008.17.

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Martinson, Brian C., Melissa S. Anderson, A. Lauren Crain, and Raymond De Vries. "Scientists' Perceptions of Organizational Justice and Self-Reported Misbehaviors." Journal of Empirical Research on Human Research Ethics 1, no. 1 (2006): 51–66. http://dx.doi.org/10.1525/jer.2006.1.1.51.

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Davis, Kevin. "The Hayne Royal Commission and financial sector misbehaviour: Lasting change or temporary fix?" Economic and Labour Relations Review 30, no. 2 (2019): 200–221. http://dx.doi.org/10.1177/1035304619847928.

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The Hayne Royal Commission into Australian financial sector misbehaviour reported in February 2019. It is, however, unlikely to provide a lasting solution to problems of financial sector misbehaviour. It has identified a number of types of misbehaviour, their ‘proximate causes’ and recommended solutions to those. But, reflecting its limited mandate and limited time, it was unable to investigate the complex question of whether there are more deep-seated, fundamental issues driving financial sector misconduct, both in Australia and globally. This article argues that there are, and that consequently the benefits from the Royal Commission will be relatively short-lived, with misconduct likely to resurface, albeit in different guises. JEL Codes: G20, G28, K40

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Roscigno, Vincent J., Randy Hodson, and Steven H. Lopez. "Workplace incivilities: the role of interest conflicts, social closure and organizational chaos." Work, Employment and Society 23, no. 4 (2009): 747–73. http://dx.doi.org/10.1177/0950017009344875.

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Workplace incivility — that is, negative relational dimensions of employment with consequences for worker integrity and dignity — affects millions every year. In this article, the ‘organizational misbehaviour’ and ‘workplace chaos’ literatures offer building blocks for a conception wherein workplace incivility is viewed as emanating from the joint and sometimes interconnected influence of organizational processes and status-based social closure. The resulting multi-method analyses draw on coded information on incivility, organizational context, and relational and status dynamics from a large population of organizational ethnographies (N=204). Analyses reveal that all forms of incivility except sexual harassment are rooted in organizational chaos. Qualitative re-immersion into these ethnographic accounts provides further insights into how conflicts endemic to paid employment and broader social closure projects surrounding class, race, and gender play a role as well, albeit often in distinct ways.

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Richards, James. "The many approaches to organisational misbehaviour." Employee Relations 30, no. 6 (2008): 653–78. http://dx.doi.org/10.1108/01425450810910046.

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Lucas, Kristen, Andrew S. Manikas, E. Shaunn Mattingly, and Cole J. Crider. "Engaging and Misbehaving: How Dignity Affects Employee Work Behaviors." Organization Studies 38, no. 11 (2017): 1505–27. http://dx.doi.org/10.1177/0170840616677634.

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While there has been a growing body of research on workplace dignity, the majority of studies tend to focus on how dignity is experienced by organizational members, paying considerably less attention to consequences for organizations. In this study, we explore the influence of workplace dignity on employee work behaviors that affect organizational performance. Framing our inquiry with Sharon Bolton’s yet-untested multidimensional theory of dignity, we analyze Randy Hodson’s content-coded ethnographic data to reveal that increases in workplace dignity tend to predict increases in employee engagement, yet have mixed effects on counterproductive workplace behaviors. Following a post-hoc ethnographic reimmersion, we identify the critical role of safe and secure working conditions in enabling and constraining employees’ ability to redress or resist workplace indignities with counterproductive workplace behaviors.

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van den Broek, Diane, and Tony Dundon. "(Still) Up to No Good: Reconfiguring Worker Resistance and Misbehaviour in an Increasingly Unorganized World." Articles 67, no. 1 (2012): 97–121. http://dx.doi.org/10.7202/1008197ar.

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Summary The way worker resistance and misbehaviour have been analyzed has undergone significant transformation over the past few decades. While researchers have observed the quantitative decline of formal or organized forms of industrial relations conflict, others have highlighted the emergence of informal and individualized (mis)behaviours. There have been a range of reasons advanced to explain both the decline in industrial disputes and in the lineal approaches to analyze workplace conflict. This article cautions the increasing tendency to analyze resistance and misbehaviour in an institutional vacuum. Drawing on longitudinal research across multiple organizational settings in Australia and Britain, the article identifies the longevity of institutional and structural factors to explain workplace behaviours, particularly among weakly organized workers. The evidence presented in this paper emphasizes the need to analyze employee resistance within its institutional context. The range of behaviours identified here in many non- or anti-union settings were shaped by the changing structural and institutional workplace regime: by sector, size, structure or managerial strategy (among others). By recognizing the importance of context and place, we argue that what is often portrayed as types of misbehaviour substitute for more assertive forms of resistance by workers who are vulnerable in the labour market or denied access to traditional collective structures of representation.

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Pierce, Jason R., and Herman Aguinis. "Detrimental Citizenship Behaviour: A Multilevel Framework of Antecedents and Consequences." Management and Organization Review 11, no. 1 (2015): 69–99. http://dx.doi.org/10.1111/more.12015.

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ABSTRACTThere is regular and explicit media coverage of employee behaviour intended to advance organizational goals, but that harms stakeholder interests in ways that exceed necessity and reason. Although several constructs such as workplace deviance, organizational misbehaviour, corporate crime and corruption, and unethical pro-organizational behaviour have been advanced to account for this type of behaviour, no comprehensive framework exists that also includes the full scope of its important consequences. Accordingly, we propose the umbrella construct of detrimental citizenship behaviour (DCB) that allows us to integrate and build upon previous related conceptualizations that have developed mostly in parallel bodies of research. We rely on ethical decision-making, creativity, and instrumental stakeholder theories to embed the umbrella DCB construct within a multi-level and longitudinal model. The DCB model includes processes through which such behaviour and its consequences unfold over time for organizational members, organizations, and society at large. The proposed framework describes, explains, and predicts DCB and also leads to suggestions for future research. In addition, we offer suggestions regarding how to manage this highly consequential type of organizational behaviour, thereby engaging in a much-needed science-practice dialogue in management and organization studies.

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Enehaug, Heidi. "Jan Ch Karlsson: Organizational Misbehaviour in the Workplace. Narratives of Dignity and Resistance. Palgrave Macmillan, 2012." Nordic Journal of Working Life Studies 3, no. 1 (2013): 145. http://dx.doi.org/10.19154/njwls.v3i1.2524.

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Tukamuhabwa, Benjamin R. "Antecedents and Consequences of Public Procurement Non-compliance Behavior." Journal of Economics and Behavioral Studies 4, no. 1 (2012): 34–46. http://dx.doi.org/10.22610/jebs.v4i1.300.

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This paper proposes a conceptualization of the antecedents and consequences of compliance/ noncompliance behaviour in public procurement. It was motivated by the paucity of studies on public procurement compliance in Uganda, despite the evidently rampant non-complaint behaviour exhibited and a realization by recent researchers that less research has been conducted on organizational misbehaviors and non-compliance in purchasing and supply management. There are also scanty (if any) studies that have incorporated antecedents and consequences of public procurement compliance in a comprehensive single framework such as proposed in this study. Through a review of existing scholarly works, documents, records and reports, a conceptual frame work was developed in which media publicity, enforcement, records management, organizational culture, political interference, professionalism, organizational incentives, perceived rule legitimacy, moral obligation, social influence, familiarity with rules and top management support were identified as antecedents while cognitive dissonance, low employee motivation, low corruption, better corporate governance and low service delivery were established as consequences. It is hoped that future researchers will utilize the current proposed conceptual model to conduct empirical studies on public procurement compliance in Uganda and other geographical contexts. This will provide practical implications that will assist to avert the unbridled squander of colossal amount of money through flouting public procurement procedures.

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Kashif, Muhammad, Anna Zarkada, and Ramayah Thurasamy. "Customer aggression and organizational turnover among service employees." Personnel Review 46, no. 8 (2017): 1672–88. http://dx.doi.org/10.1108/pr-06-2016-0145.

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Purpose The episodes of customer rage with employees during service encounters are common and adversely affect the long-term commitment of employees with an organization. The service organizations, in an effort to control employee turnover, are striving hard but have failed. There are a wide variety of studies that address employee turnover but the research which encapsulates a combined effect of perceived justice and organizational pride to study exhaustion-turnover path are almost scant. The purpose of this paper is to explore the effects of customer aggression on the frontline food service managers’ emotional exhaustion and turnover intentions. The mitigating effects of perceived distributive justice and emotional organizational pride are also investigated. Design/methodology/approach Survey data were collected from 250 frontline employees of global fast food chain outlets located in the city of Lahore, Pakistan. The data were analyzed using structural equation modeling by AMOS. Findings The customer aggression is found to influence emotional exhaustion which in turn reduces job satisfaction and increases turnover intentions among frontline food service managers. The mitigating effects of distributive justice on the customer aggression to emotional exhaustion path and of emotional organizational pride on the job satisfaction to turnover intentions path are confirmed. Practical implications The results reveal importance of maintaining a supportive and justice-oriented organizational culture. Rewarding frontliners, celebrating the organizational successes that build pride, and acknowledging the emotional burden misbehaving customers place on employees are identified as shields to guard against employee dissatisfaction and turnover. Originality/value The turnover intentions resulting from the emotional exhaustion caused by customer aggression in the global fast food industry is studied for the first time. Furthermore, the inclusion of distributive justice and emotional organizational pride as cognitive and affective factors that reduce the effects of customer aggression on frontliners is unique to this study.

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Crête, Raymonde. "The Volkswagen Scandal from the Viewpoint of Corporate Governance." European Journal of Risk Regulation 7, no. 1 (2016): 25–31. http://dx.doi.org/10.1017/s1867299x0000533x.

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Like some other crises and scandals that periodically occur in the business community, the Volkswagen (“VW”) scandal once again highlights the devastating consequences of corporate misconduct, once publicly disclosed, and the media storm that generally follows the discovery of such significant misbehaviour by a major corporation. Since the crisis broke in September 2015, the media have relayed endless details about the substantial negative impacts on VW, on various stakeholder groups such as employees, directors, investors, suppliers and consumers, and on the automobile industry as a whole.1 The multiple and negative repercussions at the economic, organizational and legal levels have quickly become apparent, in particular in the form of resignations, changes in VW's senior management, layoffs, a hiring freeze, the end to the marketing of diesel-engined vehicles, vehicle recalls, a decline in car sales, a drop in market capitalization, and the launching of internal investigations by VW and external investigations by the public authorities.

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Vardi, Yoav. "Organizational Misbehaviour20013Stephen Ackroyd, Paul Thompson.Organizational Misbehaviour. Thousand Oaks, CA: Sage Publications Ltd 1999. 184 pp., ISBN: 0 8039 8736 6 (paperback) $27.95." International Journal of Manpower 22, no. 4 (2001): 393–405. http://dx.doi.org/10.1108/ijm.2001.22.4.393.3.

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DeCelles, Katherine A., and Michel Anteby. "Compassion in the Clink: When and How Human Services Workers Overcome Barriers to Care." Organization Science 31, no. 6 (2020): 1408–31. http://dx.doi.org/10.1287/orsc.2020.1358.

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A key assumption in past literature has been that human services workers become emotionally distant from their charges (such as clients or patients). Such distancing is said to protect workers from the emotionally draining aspects of the job but creates challenges to feeling and behaving compassionately. Because little is known about when and how compassion occurs under these circumstances, we conducted a multiphased qualitative study of 119 correctional officers in the United States using interviews and observations. Officers’ accounts and our observations of their interactions with inmates included cruel, disciplinary, unemotional, and compassionate treatment. Such treatment varied by the situations that officers faced, and compassion was surprisingly common when inmates were misbehaving—challenging current understanding of the occurrence of compassion at work. Examining officers’ accounts more closely, we uncovered a novel way that we theorize human services workers can be compassionate, even under such difficult circumstances. We find that officers describe engaging in practices in which they (a) relate to others by leveling group-based differences between themselves and their charges and (b) engage in self-protection by shielding themselves from the negative emotions triggered by their charges. We posit that the combined use of such practices offsets different emotional tensions in the work, rather than only providing emotional distance, and in doing so, can foster compassionate treatment under some of the most trying situations and organizational barriers to compassion.

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Nienaber, Ann-Marie, Marcel Hofeditz, and Rosalind H. Searle. "Do we bank on regulation or reputation? A meta-analysis and meta-regression of organizational trust in the financial services sector." International Journal of Bank Marketing 32, no. 5 (2014): 367–407. http://dx.doi.org/10.1108/ijbm-12-2013-0146.

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Purpose – Trust in financial institutions has been eroded through the collapse of mortgage-related securities, with confidence further denuded through well publicized cases of rogue traders and rate fixing cases, such as with the Lehman brothers, the Libor rate-fixing scandals, and the hypo real estate breakdown. In response to these events, governments have introduced a range of distinct policy initiatives designed to restore trust in this sector. Thus, the question arises: are these regulations and control mechanisms sufficient in isolation, or are there other elements that this sector needs to pay attention to in efforts to build and sustain customers’ trust? The paper aims to discuss these issues. Design/methodology/approach – There is a compelling agenda for both financial organizations and academics to understand better organizational trust in this context especially the role and impact of regulatory mechanisms in its development and repair. The paper therefore examines the special facets of the financial services sector in comparison to other sectors, such as manufacturing, to consider whether trust is fundamentally different in this context than others, and thus address how far there are special challenges concerning trust and the banking industry. The paper analyses, by using a meta-analytical design, 93 studies (N=38,631), of which 20 empirically investigate organizational trust in the financial sector with a combined N of 11,224 respondents. Findings – The paper shows that the banking sector is heavily affected by two distinct forces: first, customers’ perception of an organization's level of compliance and conformity with laws and regulations is a necessity for banks’ sociopolitical legitimization, and second it is also related to how non-compliance is dealt with. Importantly, this meta-analysis indicates that regulation is just one of a suite of devices that organizations need to deploy in their efforts to restore trust. The paper identified two further elements of significance: customers require direct evidence, derived either from their own or others’ satisfaction with the goods or services provided, and customers do take note of the external endorsement of the firm, especially in Asia, where customers place huge emphasis on the firm's reputation. Research limitations/implications – First, meta-analysis is inherently reliant on the earlier studies and therefore retains their weaknesses. Some of the relationships included self-report variables collected at the same point in time and therefore may be inflated by common method bias. Second, due to the focus and because of the limited number of studies in this sector, and a paucity of attention on some key topics, such as perceptions of regulation, second-order sampling error may also be a limitation. Third, some relationships were not investigated frequently enough in studies to enable us to include them in the review, such as cooperation, opportunistic behaviour or quality. Finally, despite calls for trust scholars to include propensity to trust measures within their studies, many of these studies do not include this measure and therefore it is more difficult to identify and control individual difference factors. Practical implications – The results show the merit of multi-strand trust development strategies. There is a striking paucity of financial institutions, which have examined how far their trust deficit may be related to their internal culture, and whether recent corporate corruption could be the product of bonuses and the internal short-term individualized reward systems. The analysis reveals that although external regulations and controls are an effective and powerful devise for organizational trust, over the last two periods of significant crisis, their impact appears to be warning; Yet reassuring customers of their expectations of the other party's future behaviour is central to trust. Alternative remedies need to be considered, such as the establishment of a more effective regulator, or board of governors who oversee and assure compliance. Monitoring and surveillance offer a further external means of reducing the possibility of future misbehaviours. However, as the analysis indicates, other strands are required to build trust, including greater attention by firms on customers’ direct experiences, which in turn would enhance the third part endorsement of their competence and goodwill intentions of organizations. Social implications – Significantly, the results indicate the potentially partial erosion of credence factors, and thus confidence, in this sector over the last 20 years, during what has been a period of repeated exposure to trust breaches. The paper shows that single strand solutions, such as improvements to customer communication, are no longer sufficient, nor, more importantly, do they have the same impact. Instead, the paper shows the necessity to utilize more effectively and target attention towards three distinct antecedents: external regulations and their enforcement; third party and expert endorsements, and therefore external reputations; and customer satisfaction in terms of the effective delivery of customer expectations. Originality/value – Organizational trust has been shown as critical in positively affecting and repairing broken relationships through uncertainty reduction and confidence enhancement. In the past, different meta-analyses of trust have been undertaken, but this, to the authors knowledge, is the first meta-analytic study measuring trust on an organizational level in the context of the financial services sector and its regulatory environment. This meta-analysis indicates that regulation is just one of a suite of devices that organizations need to deploy in their efforts to restore trust. The paper identified two further elements: customers require direct evidence, and do take note of the external endorsement of the firm.

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