Can Businesses Effectively Regulate Employee Conduct? The Antecedents of Rule Following in Work Settings

By Tom Tyler, Steven L. Blader. 2005

438 citations recorded by the source corpus.

Subfields: Public Administration, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f32a29060b8ed96034958b7c8e4e9318fda426c2

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In Public Administration

In Strategy and Management

Citations in the corpus

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).”
From Inaction to External Whistleblowing: The Influence of the Ethical Culture of Organizations on Employee Responses to Observed Wrongdoing (2009, background): “Tyler and Blader (2005), for example, found that when employees are encouraged to identify with the ethical values of their organization, they will be more intrinsically motivated to comply with the ethical standards of the organization.”
Dynamic capabilities through continuous improvement infrastructure (2009, background): “Traditional management methods typically involving top-down strategic planning with systems in place to dictate and control actions of middle and front-line managers in order to ensure adherence to plans are poorly suited to developing dynamic capabilities (Montgomery, 2008; Tyler and Blader, 2005).”
Understanding unethical behavior by unraveling ethical culture (2011, background): “Clarity is relevant given that vagueness and ambiguity is a potential antecedent to unethical behavior (Bird and Waters, 1989; Jackson, 2000; Tyler and Blader, 2005).”
Developing a Measure of Unethical Behavior in the Workplace: A Stakeholder Perspective (2008, background): “Vardi and Weitz (2004) focus on misbehavior; Kacmar and Carlson (1997) on political behavior; Tyler and Blader (2005) on rule breaking; Sutherland (1940) on criminal behavior; Neill, Stovall, and Jinkerson (2005) on noncompliance; Hollinger and Clark (1982) on workplace deviance; Analoui (1995) on…”
The Associations between Ethical Organizational Culture, Burnout, and Engagement: A Multilevel Study (2014, background): “…theory, a lack of attachment or commitment to one’s community increases the risk of unethical behavior (Hirschi 1969), whereas encouraging employees and managers to identify with organizational values increases their intrinsic motivation to comply with ethical standards (Tyler and Blader 2005).”
A bed of thorns: Female leaders and the self-reinforcing cycle of illegitimacy (2016, background): “…types of cooperative behavior—for instance, working late without prompting, helping coworkers, going beyond what is required, or taking ownership of projects—are typically not a result of a system that functions via the use of rewards and punishments (Tyler, 2010; Tyler & Blader, 2005).”
Developing and testing a measure for the ethical culture of organizations: the corporate ethical virtues model (2007, background): “This corresponds with the findings of Bird and Waters (1989), Measure ethical culture 6 Jackson (2000), and Tyler and Blader (2005) who see vagueness and ambiguity of moral expectations as one of the main sources of unethical conduct within organizations.”
Restorative Justice and Procedural Justice: Dealing with Rule Breaking (2006, background): “When people view the authorities as engaging in practices that the public views as being morally appropriate, that heightens their sense that legal authorities are behaving morally (Tyler & Blader, 2005).”
Managing Employee Compliance with Information Security Policies: The Critical Role of Top Management and Organizational Culture (2012, background): “In two separate studies of employee adherence to organizational rules, Tyler and Blader (2005) consistently found that an employee’s perception of the legitimacy of the rules and the moral value congruence between the organization and the employee are the most significant predictors to the three for”