Doing the Job Well: An Investigation of Pro-Social Rule Breaking

By E. W. Morrison. 2006

442 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Safety Research

View Paper: https://www.semanticscholar.org/paper/18f36f09d582c3eae3fb42c52bfc17616e9c2494

How researchers see this paper

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

In Information Systems and Management

In Organizational Behavior and Human Resource Management

In Safety Research

Citations in the corpus

Being “in Control” May Make You Lose Control: The Role of Self-Regulation in Unethical Leadership Behavior (2013, background): “For instance, prosocial rule breaking (Morrison 2006; Umphress et al. 2010) represents norm-transgressing behavior that is intended to benefit the organization and/or its members.”
The motivation and inhibition of breaking the rules: : Personal values structures predict unethicality (2015, background): “Quite possibly, selftranscendence motivations would not provide the self-regulation needed to suppress unethical intentions in case unethical action benefits others (see also Grant & Berg, 2011; Morrison, 2006).”
Effective and sustained proactivity in the workplace: A self-determination theory perspective (2014, background): “The authors propose that proactive behavior is however expected to be controversial and may even go against norms (c.f. Morrison, 2006), and argue that autonomous forms of regulation.”
Breaking rules for the right reasons? An investigation of pro-social rule breaking (2012, methodology): “This finding converges nicely with Morrison’s (2006) research, which found that manipulating her PSRB vignette to indicate that others had broken a rule before resulted in greater willingness to engage in PSRB.”
Beyond top‐down and bottom‐up work redesign: Customizing job content through idiosyncratic deals (2010, background): “In consequence, job crafting may generate objections, for example, if the hospital janitor’s supervisor complained about him spending too much time chatting with patients (Morrison, 2006).”
Autonomy in the Workplace: An Essential Ingredient to Employee Engagement and Well-Being in Every Culture (2011, background): “Morrison (2006) found that job autonomy was related to pro-social rule breaking (breaking a rule to promote the welfare of an organization or a stakeholder) in a US sample.”
Followership theory: A review and research agenda ☆ (2014, unknown): “Proactive behaviors include influence tactics (Kipnis, Schmidt, & Wilkinson, 1980), feedback-seeking (Ashford & Cummings, 1985), taking charge behavior (Morrison & Phelps, 1999), prosocial rule-breaking (Morrison, 2006), voice (Morrison & Milliken, 2000; Van Dyne & LePine, 1998) influencing work str”
Constructive Deviance in Organizations (2013, background): “…role expectations” (Van Dyne et al., 1995: 218); and prosocial rule breaking is defined as “intentional violation of a formal organizational policy, regulation, or prohibition with the primary intention of promoting the welfare of the organization or one of its stakeholders” (Morrison, 2006: 6).”
Ethical climate and pro-social rule breaking in the workplace (2014, background): “Pro-social rule breaking is thus defined as “any instancewhere an employee intentionally violates a formal organizational policy, regulation, or prohibition with the primary intention of promoting the welfare of the organization or one of its stakeholders” (Morrison, 2006, p. 6).”