Matching Ethical Work Climate to In-role and Extra-role Behaviors in a Collectivist Work Setting

By A. Leung. 2008

220 citations recorded by the source corpus.

Subfields: Demography, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/aa4328cd85697ff6c4e6fc91ee77a61cdd573ea6

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In Demography

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

The effects of perceived external prestige, ethical organizational climate, and leader‐member exchange (LMX) quality on employees' commitments and their subsequent attitudes (2011, background): “Business ethics studies have utilized these elements and validated the measure of ethical climates (Cullen et al., 1993; Deshpande, 1996; Leung, 2008).”
Ethical Climates in Organizations: A Review and Research Agenda (2017, methodology): “Drawing on social exchange theory, Leung (2008) found that whilst caring and law-and-code climates are positively associated with organizational citizenship behavior, instrumental and independence climates are negatively associated with organizational citizenship behavior.”
Ethical work climate, employee commitment and proactive customer service performance: Test of the mediating effects of organizational politics (2017, background): “This is consistent with past studies of extra-role behavior (Leung, 2008; Luria and Yagil, 2008; Moon et al., 2008; Schwepker and Hartline, 2005).”
Establishing Organizational Ethical Climates: How Do Managerial Practices Work? (2010, background): “Communication is crucial to the success of organizational values, norms, and codes (Harshman and Harshman, 1999; Leung, 2008; Stevens, 2008; Suchan, 2006), and empowerment promotes morality in the workplace (Conger and Kanungo, 1988).”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, background): “…they promote the emergence of posi tive organizational attitudes following concern for the wellbeing of others, for laws or organizational policies and procedures to be followed, and adherence to one’s personal ethical beliefs (Leung, 2008; Martin & Cullen, 2006; Wimbush, Shepard, & Markham, 1997).”
Organizational ethical climate, perceived organizational support, and employee silence: A cross-level investigation (2013, background): “Although the positive types of ethical climates tend to facilitate the emergence of positive organizational attitudes and behaviors in general (Leung, 2008; Martin and Cullen, 2006; Wimbush et al., 1997), their effects may still vary according to their dependence upon organizational control.”
Does Public Service Motivation Mediate the Relationship between Goal Clarity and both Organizational Commitment and Extra-Role Behaviours? (2016, background): “Furthermore, in-role performance refers to actions that are ‘expected, evaluated, and rewarded’, whereas extra-role behaviours are actions that are ‘discretionary in nature’ (Leung 2007, 45).”
A Multilevel Model Examining the Relationships Between Workplace Spirituality, Ethical Climate and Outcomes: A Social Cognitive Theory Perspective (2019, background): “Therefore, in organisations with a strong ethical climate, employees are likely to engage in prosocial behaviours in exchange for being treated ethically and fairly by their organisation (Leung 2008).”