When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors

By Elizabeth E. Umphress, John B. Bingham. Organ. Sci., 2011

681 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/28d110e5c5966655fdb796262c524f53e3b704a2

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Citations in the corpus

Leader Unethical Pro-Organizational Behavior and Employee Unethical Conduct: Social Learning of Moral Disengagement as a Behavioral Principle (2020, background): “…the effective functioning of the organization or its members (e.g., leaders) and violate core social values, norms, or standards of proper conduct” (Umphress & Bingham, 2011: 622) are common and known as unethical pro-organizational behaviors (UPBs; Chen, Chen, & Sheldon, 2016; Gino & Pierce,…”
The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? (2012, methodology): “upon recent work by Umphress and her associates (Umphress et al. 2010; Umphress and Bingham 2011), by”
The mediating and moderating role of burnout and emotional intelligence in the relationship between organizational justice and work misbehavior (2017, background): “However, there are also studies indicating that, paradoxically, in some circumstances, organizational misbehavior may stem from good intentions and be a function of the said employees’ pursuit of organizational goals (Umphress & Bingham, 2011; Vardi & Wiener, 1996; Warren, 2003).”
Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace (2020, background): “Extant research suggests that employees may reciprocate social exchanges with their employer by supporting the organization through UPB (Umphress & Bingham, 2011).”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, background): “…it should be mentioned that there are also studies indicating that, paradoxically, in some circumstances, counterproductive work behavior may stem from good intentions and as a part of the pursuit of organizational goals (Umphress & Bingham, 2011; Vardi & Wiener, 1996; Warren, 2003).”
Psychological Ownership: A Meta-Analysis and Comparison of Multiple Forms of Attachment in the Workplace (2020, background): “For example, high levels of PO might push employees to engage in unethical behaviors in the interest of the organization, that is, pro-organizational unethical behavior (Umphress & Bingham, 2011).”
Investigating When and Why Psychological Entitlement Predicts Unethical Pro-organizational Behavior (2019, background): “As UPB is a pro-organizational behavior, in accordance with social exchange theory (Umphress and Bingham 2011), perceptions of injustice should make employees be”
Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, background): “…behavior introduced by Umphress, Bingham, and Mitchell (2010), which refers to actions that are intended to promote the e ﬀ ective functioning of the organization or its members but violate core societal values, mores, laws, or standards of proper conduct (Umphress & Bingham, 2011, p. 622).”
Social Exchange Theory: A Critical Review with Theoretical Remedies (2017, background): “Umphress and her coworkers were predicting unethical behavior that benefited the organization (Miao, Newman, Yu, & Xu, 2013; Umphress & Bingham, 2011).”