Linking perceived ethical climate to organizational deviance: The cognitive, affective, and attitudinal mechanisms

Hui-Hsien Hsieh, Yau-De Wang

Research output: Contribution to journalArticlepeer-review

18 Scopus citations

Abstract

In this study, we extend previous research by proposing and testing three psychological mechanisms explaining the relationship between perceived ethical climate and organizational deviance. We collected data from a sample of 212 pairs of employees and their coworkers from seven electronics companies in Taiwan and used structural equation modeling to test our hypotheses on the matched employee-coworker data. The results of this study confirmed our hypothesis concerning the mediation of employees' job.satisfaction on the relationship between their perceived ethical climate and organizational deviance. According to the results, we also found that employees' perceived organizational support and positive affect mediated the above relationship through job satisfaction. After the above mediation effects were accounted for, we found that there remained an almost-nil association between perceived ethical climate and organizational deviance, Implications for management and future research are discussed. (C) 2016 Elsevier Inc. All rights reserved.
Original languageEnglish
Pages (from-to)3600-3608
Number of pages9
JournalJournal of Business Research
Volume69
Issue number9
DOIs
StatePublished - Sep 2016

Keywords

  • Perceived ethical climate; Organizational deviance; Job satisfaction; Perceived organizational support; Positive affect
  • JOB-SATISFACTION; CITIZENSHIP BEHAVIOR; WORKPLACE DEVIANCE; TURNOVER INTENTION; WORK; SUPPORT; CONSEQUENCES; METAANALYSIS; ANTECEDENTS; PERFORMANCE

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