Misbehavior in Organizations: Theory, Research, and Management

By Yoav Vardi, Ely Weitz. 2003

367 citations recorded by the source corpus.

Subfields: Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/02736eb2b80bed44f943aae0e0f33bc8f86069b2

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Social Psychology

In Strategy and Management

Citations in the corpus

Developing a Measure of Unethical Behavior in the Workplace: A Stakeholder Perspective (2008, background): “For organizational misbehavior, Vardi and Weitz (2004) identify five subscales: intrapersonal, interpersonal, production, property, and political misbehavior.”
Breaking rules for the right reasons? An investigation of pro-social rule breaking (2012, methodology): “Based on Fishbein and Ajzen’s (1975) Theory of Reasoned Action, Vardi and Weitz (2004) suggested that intentions to engage in Type-D or Type-S misbehavior are motivated primarily by attitudes and instrumental forces, which reflect employees’ beliefs about the anticipated value of these behaviors for”
Counterproductive Behaviors and Psychological Well-being: The Moderating Effect of Task Interdependence (2009, background): “, office equipment, raw materials), breaking equipment through negligence, stealing goods, or jeopardizing the safety of co-workers by not following the safety rules associated with equipment use (Marcus et al. 2002; Vardi and Weitz 2004).”
Doing the Job Well: An Investigation of Pro-Social Rule Breaking (2006, background): “…highlight the undesirable and destructive nature of rule violation, and motives such as dissatisfaction, alienation, low commitment to the organization, feelings of injustice, self-interest, and available opportunities to “take advantage of” the organization (see Vardi & Weitz, 2004, for a review).”
Ethical leadership: A review and future directions (2006, methodology): “…behavior, organizational misbehavior) have been used to describe negative employee behavior that is harmful to the organization or other employees (Bennett & Robinson, 2000; Giacalone & Greenberg, 1997; Marcus & Schuler, 2004; Robinson & Bennett, 1995; Sackett & DeVore, 2001; Vardi & Weitz, 2004).”
The influence of workplace exclusion and personality on counterproductive work behaviours: An interactionist perspective (2009, background): “In fact, a number of researchers have provided evidence in support of a Person6 Situation model (Colbert et al., 2004; Keashly & Harvey, 2004; Neuman & Baron, 1997, 1998; Romero-Canyas & Downey, 2006; Vardi & Weitz, 2004).”
When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors (2011, background): “…to better understand how unethical behavior occurs within organizations, we moved beyond the assumption that unethical behavior is conducted exclusively with the intent to harm organizations (see also Molinsky and Margolis 2005, Scott 2003, Vardi and Weitz 2004, Vardi and Wiener 1996, Warren 2003).”
Relationships Among Employee Perception of Their Manager’s Behavioral Integrity, Moral Distress, and Employee Attitudes and Well-Being (2013, background): “A manager with lower ethical standards than their employees might cause those employees to act in ways that violate the employee’s own value systems (Vardi and Weitz 2004).”
A study of the impact of three leadership styles on integrity violations committed by police officers (2007, result): “The response rate was also quite good compared to other – also less sensitive – surveys conducted in these police organizations as well as compared to similar studies in other organizations (cf. Trevino and Weaver, 2003; Tyler and Blader, 2005; Vardi and Weitz, 2004).”