Research Article
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Year 2017, , 287 - 295, 30.09.2017

Nabiallah Ebrahimi E. Serra Yurtkoru

https://doi.org/10.17261/Pressacademia.2017.706

Abstract

References

  • Allen, N. J., & Meyer, J. P. 1990, “The measurement and antecedents of affective, continuance, and normative commitment to the organization”, Journal of Occupational Psychology, vol. 63, pp. 1-18.
  • Bandura, A. 1977, “Social learning theory”. Englewood Cliffs, NJ: Prentice-Hall.
  • Bandura, A. 1986, “Social foundations of thought & action”. Englewood Cliffs, NJ: Prentice-Hall.
  • Bandura, A., Barbaranelli, C., Caprara, G., & Pastorelli, C. 1996, “Mechanisms of moral disengagement in the exercise of moral agency”, Journal of Personality and Social Psychology, vol. 71, pp. 364-374. http://dx.doi.org/10 .1037/0022-3514.71.2.364
  • Baron, R. M., & Kenny, D. A. 1986, “The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations”, Journal of Personality and Social Psychology, vol. 51, pp.1173-1182. http://dx.doi.org/10.1037/00223514.51.6.1173
  • Blau, P. 1964, “Exchange and power in social life”. New York: John Wiley
  • Brief, A. P., Buttram, R. T., & Dukerich, J. M. 2001, “Collective corruption in the corporate world: Toward a process model”. In M. E. Turner (Ed.), Groups at work: Theory and research (pp. 471-499). Mahwah, NJ: Laurence Erlbaum Associates.
  • Brislin, R. W. 1986, “The wording and translation of research instrument”. In W. Lonner & J. Berry (Eds.), Field methods in cross-cultural research (pp. 137-164). Beverly Hills, CA: Sage
  • Brown, M. E., & Treviño, L. K. 2006, “Ethical leadership: A review and future directions”, The Leadership Quarterly, vol. 17, pp. 595-616
  • Brown, M. E., Treviño, L. K., & Harrison, D. A. 2005, “Ethical leadership: A social learning perspective for construct development and testing”, Organizational Behavior and Human Decision Processes, vol. 97, pp. 117-134. http://dx.doi.org/10.1016/j.obhdp.2005.03.002
  • Chen, M., Chen, C. C., & Sheldon, O. J. 2016, “Relaxing moral reasoning to win: How organizational identification relates to unethical proorganizational behavior”, Journal of Applied Psychology, vol. 101, no. 8, pp. 1082-1097.
  • Cialdini, R. B., Petrova, P. K., & Goldstein, N. J. 2004, “The hidden costs of organizational dishonesty”, MIT Sloan Management Review, vol. 45, pp. 67-74.
  • Cropanzano, R., & Mitchell, M. S. 2005, “Social exchange theory: An interdisciplinary review”, Journal of Management, vol. 31, pp. 874-900.
  • Cullinan, C., Bline, D., Farrar, R., & Lowe, D. 2008, “Organization-harm vs. organization-gain ethical issues: An exploratory examination of the effects of organizational commitment”, Journal of Business Ethics, vol. 80, pp. 225-235.
  • Demirtas, O. & Akdogan, A. 2015, “The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment”. Journal of Business Ethics, vol. 130, no. 1, pp. 59-67.
  • Detert, J. R., Treviño, L. K., & Sweitzer, V. L. 2008, “Moral disengagement in ethical decision making: A study of antecedents and outcomes”, Journal of Applied Psychology, vol. 93, pp. 374-391. http://dx.doi.org/10.1037/ 0021-9010.93.2.374
  • Duffy, M. K., Scott, K. L., Shaw, J. D., Tepper, B. J., & Aquino, K. 2012, “A social context model of envy and social undermining”, Academy of Management Journal, vol. 55, pp. 643-666. http://dx.doi.org/10.5465/amj.2009 .0804
  • Efron, B., & Tibshirani, R. J. 1993, “An introduction to the bootstrap.” Chapman & Hall/CRC Press.
  • Gino, F., Ayal, S., & Ariely, D. 2013, “Self-serving altruism? The lure of unethical actions that benefit others”, Journal of Economic Behavior & Organization, vol. 93, pp. 285-292. http://dx.doi.org/10.1016/j.jebo.2013.04 .005
  • Gouldner, A. W. 1960, “The psychology of behavioral exchange.” Reading, MA: Addison-Wesley
  • Greenberg, J. 2002, “Who stole the money, and when? Individual and situational determinants of employee theft”, Organizational Behavior and Human Decision Processes, vol. 89, pp. 985-1003. http://dx.doi.org/10.1016/ S0749-5978(02)00039-0
  • Kish-Gephart, J. J., Detert, J., Treviño, L. K., Baker, V., & Martin, S. 2014, “Situational moral disengagement: Can the effects of self-interest be mitigated?”, Journal of Business Ethics, vol. 125, pp. 267–285. http://dx.doi .org/10.1007/s10551-013-1909-6
  • Kish-Gephart, J. J., Harrison, D. A., & Treviño, L. K. 2010, “Bad apples, bad cases, and bad barrels: Meta-analytic evidence about sources of unethical decisions at work”, Journal of Applied Psychology, vol. 95, pp. 1-31. http://dx.doi.org/10.1037/a0017103
  • Levine, E., & Schweitzer, M. E. 2014, “Are liars ethical? On the tension between benevolence and honesty”, Journal of Experimental Social Psychology, vol. 53, pp. 107-117. http://dx.doi.org/10.1016/j.jesp.2014.03.005
  • Martin, S. R., Kish-Gephart, J. J., & Detert, J. R. 2014, “Blind forces: Ethical infrastructures and moral disengagement in organizations”, Organizational Psychology Review, vol. 4, pp. 295-325. http://dx.doi.org/10.1177/ 2041386613518576
  • Matherne, C. & Litchfield, S. 2012) "Investigating the Relationship between Affective Commitment and Unethical Pro-Organizational Behaviors: The Role of Moral Identity," Journal of Leadership, Accountability and Ethics, vol. 9, no. 5, pp. 35-46.
  • May, D. R., Chang, Y. K., & Shao, R. 2015, “Does ethical membership matter? Moral identification and its organizational implications”, Journal of Applied Psychology, vol. 100, pp. 681-694. http://dx.doi.org/10.1037/ a0038344
  • Meyer, J. P., Allen, N. J., & Smith, C. 1993, “Commitment to organizations and occupations: Extensions and test of a three-component model”, Journal of Applied Psychology, vol. 78, pp. 538-551.
  • Miao, Q., Newman, A., Yu, J., & Xu, L. 2013, “The relationship between ethical leadership and unethical pro-organizational behavior: Linear or curvilinear effects?”, Journal of Business Ethics, vol. 116, pp. 641-653. http://dx .doi.org/10.1007/s10551-012-1504-2
  • Moore, C., Detert, J. R., Treviño, L. K., Baker, V. L., & Mayer, D. M. 2012, “Why employees do bad thing: Moral disengagement and unethical organizational behavior”, Personnel Psychology, vol. 65, pp. 1–48. http://dx .doi.org/10.1111/j.1744-6570.2011.01237.x
  • Porter, L., Steers, R., Mowday, R., & Boulian, P. 1974, “Organizational commitment, job satisfaction and turnover among psychiatric technicians”, Journal of Applied Psychology, vol. 59, pp. 603-609.
  • Preacher, K. J., & Hayes, A. F. 2004, “SPSS and SAS procedures for estimating indirect effects in simple mediation models”, Behavior Research Methods, Instruments, and Computers, vol. 36, pp. 717-731.
  • Preacher, K. J., Rucker, D. D., & Hayes, A. F. 2007, “Addressing moderated mediation hypotheses: Theory, methods, and prescriptions”, Multivariate Behavioral Research, vol. 42, pp. 185-227. http://dx.doi.org/10.1080/ 00273170701341316
  • Reynolds, S. J. 2006, “Moral awareness and ethical predispositions: Investigating the role of individual differences in the recognition of moral issues”, Journal of Applied Psychology, vol. 91, pp.233-243. http://dx.doi.org/ 10.1037/0021-9010.91.1.233
  • Ribeaud, D., & Eisner, M. 2010, “Are moral disengagement, neutralization techniques, and self-serving cognitive distortions the same? Development a unified scale of moral neutralization of aggression”, International Journal of Conflict and Violence, vol. 4, pp. 298-315.
  • Shrout, P. E., & Bolger, N. 2002, “Mediation in experimental and nonexperimental studies: New procedures and recommendations”, Psychological Methods, vol. 7, pp. 422-445. http://dx.doi.org/10.1037/1082-989X.7.4 .422
  • Tajfel, H., & Turner, J. C. 1985, “The social identity theory of intergroup behavior”. In S. Worchel & W. G. Austin (Eds.), Psychology of intergroup relations (2nd ed., pp. 7–24). Chicago, IL: Nelson-Hall.
  • Thau, S., Derfler-Rozin, R., Pitesa, M., Mitchell, M. S., & Pillutla, M. M. 2015, “Unethical for the sake of the group: Risk of social exclusion and pro-group unethical behavior”, Journal of Applied Psychology, vol. 100, pp. 98-113. http://dx.doi.org/10.1037/a0036708
  • Treviño, L. K., & Brown, M. E. 2004, “Managing to be ethical: Debunking five business ethics myths”, Academy of Management Executive, vol. 18, pp. 69-204.
  • Treviño, L. K., Brown, M. E., & Hartman, L. P. 2003, “A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite”, Human Relations, vol. 56, pp. 5-38
  • Treviño, L. K., den Nieuwenboer, N. A., & Kish-Gephart, J. J. 2014, “(Un)ethical behavior in organizations”, Annual Review of Psychology, vol. 65, pp. 635-660. http://dx.doi.org/10.1146/annurev-psych-113011-143745
  • Treviño, L. K., Weaver, G. R., & Reynolds, S. J. 2006, “Behavioral ethics in organizations: A review”, Journal of Management, vol. 32, pp. 951990. http://dx.doi.org/10.1177/0149206306294258
  • Umphress, E. E., & Bingham, J. B. 2011, “When employees do bad things for good reasons: Examining unethical pro-organizational behaviors”, Organization Science, vol. 22, pp. 621-640. http://dx.doi.org/10.1287/orsc.1100 .0559
  • Umphress, E. E., Bingham, J. B., & Mitchell, M. S. 2010, “Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior”, Journal of Applied Psychology, vol. 95, pp. 769-780. http://dx.doi.org/10.1037/a0019214
  • Varian, H. 2005, “Bootstrap tutorial”, Mathematica Journal, vol. 9, no. 4, pp. 768-775.
  • Wang, Q., Weng, Q., McElroy, J. C., Ashkanasy, N. M., & Lievens, F. 2014, “Organizational career growth and subsequent voice behavior: The role of affective commitment and gender”, Journal of Vocational Behavior, vol. 84, no. 3, pp. 431-441.
  • Warren, D. E. 2003, “Constructive and destructive deviance in organizations”, Academy of Management Review, vol. 28, pp. 622-632.
  • Wildschut, T., Insko, C. A., & Gaertner, L. 2002, “Intragroup social influence and intergroup competition”, Journal of Personality and Social Psychology, vol. 82, pp. 975-992. http://dx.doi.org/10.1037/0022-3514.82.6.975
  • Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. 2013, “An improved measure of ethical leadership”, Journal of leadership & organizational studies, vol. 20, no. 1, pp. 38-48.

THE RELATIONSHIP BETWEEN AFFECTIVE COMMITMENT AND UNETHICAL PRO-ORGANIZATIONAL BEHAVIOR: THE ROLE OF MORAL DISENGAGEMENT

Year 2017, , 287 - 295, 30.09.2017

Nabiallah Ebrahimi E. Serra Yurtkoru

https://doi.org/10.17261/Pressacademia.2017.706

Abstract

Purpose
-  As one of the few studies on
unethical pro-organizational behavior (UPB), this study hypothesizes that
affective commitment predicts UPB through the mediation of moral disengagement.
It was also proposed that ethical leadership affects the hypothesized
relationship.

Methodology
- 208 employees (98 males and 110 females) from different companies located
in Istanbul, Turkey formed the sample of this study. A multidimensional
questionnaire with seven-point interval scale was applied to measure all
substantive variables used in this study. Findings-
The results of mediation analysis revealed that people with higher
affective commitment engaged in more UPB, and that this effect was mediated by
moral disengagement. In addition, the results of moderated mediation analysis
showed that the mediation relationship was stronger when employees perceived a
lower level of ethical leadership in the organization.





Conclusion- We found that affective commitment encourages UPB through the mechanism
of moral disengagement. Besides, this effect is stronger when the ethical
leadership is perceived to be low as opposed to being high. Our results extend
knowledge of UPB by highlighting the importance of ethical leadership, and open up new avenues of research on
the ethical challenges of prosocial motives, attitudes, and behaviors. Further
theoretical and practical implications are discussed. 

Keywords

UPB affective commitment moral disengagement ethical leadership

References

  • Allen, N. J., & Meyer, J. P. 1990, “The measurement and antecedents of affective, continuance, and normative commitment to the organization”, Journal of Occupational Psychology, vol. 63, pp. 1-18.
  • Bandura, A. 1977, “Social learning theory”. Englewood Cliffs, NJ: Prentice-Hall.
  • Bandura, A. 1986, “Social foundations of thought & action”. Englewood Cliffs, NJ: Prentice-Hall.
  • Bandura, A., Barbaranelli, C., Caprara, G., & Pastorelli, C. 1996, “Mechanisms of moral disengagement in the exercise of moral agency”, Journal of Personality and Social Psychology, vol. 71, pp. 364-374. http://dx.doi.org/10 .1037/0022-3514.71.2.364
  • Baron, R. M., & Kenny, D. A. 1986, “The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations”, Journal of Personality and Social Psychology, vol. 51, pp.1173-1182. http://dx.doi.org/10.1037/00223514.51.6.1173
  • Blau, P. 1964, “Exchange and power in social life”. New York: John Wiley
  • Brief, A. P., Buttram, R. T., & Dukerich, J. M. 2001, “Collective corruption in the corporate world: Toward a process model”. In M. E. Turner (Ed.), Groups at work: Theory and research (pp. 471-499). Mahwah, NJ: Laurence Erlbaum Associates.
  • Brislin, R. W. 1986, “The wording and translation of research instrument”. In W. Lonner & J. Berry (Eds.), Field methods in cross-cultural research (pp. 137-164). Beverly Hills, CA: Sage
  • Brown, M. E., & Treviño, L. K. 2006, “Ethical leadership: A review and future directions”, The Leadership Quarterly, vol. 17, pp. 595-616
  • Brown, M. E., Treviño, L. K., & Harrison, D. A. 2005, “Ethical leadership: A social learning perspective for construct development and testing”, Organizational Behavior and Human Decision Processes, vol. 97, pp. 117-134. http://dx.doi.org/10.1016/j.obhdp.2005.03.002
  • Chen, M., Chen, C. C., & Sheldon, O. J. 2016, “Relaxing moral reasoning to win: How organizational identification relates to unethical proorganizational behavior”, Journal of Applied Psychology, vol. 101, no. 8, pp. 1082-1097.
  • Cialdini, R. B., Petrova, P. K., & Goldstein, N. J. 2004, “The hidden costs of organizational dishonesty”, MIT Sloan Management Review, vol. 45, pp. 67-74.
  • Cropanzano, R., & Mitchell, M. S. 2005, “Social exchange theory: An interdisciplinary review”, Journal of Management, vol. 31, pp. 874-900.
  • Cullinan, C., Bline, D., Farrar, R., & Lowe, D. 2008, “Organization-harm vs. organization-gain ethical issues: An exploratory examination of the effects of organizational commitment”, Journal of Business Ethics, vol. 80, pp. 225-235.
  • Demirtas, O. & Akdogan, A. 2015, “The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment”. Journal of Business Ethics, vol. 130, no. 1, pp. 59-67.
  • Detert, J. R., Treviño, L. K., & Sweitzer, V. L. 2008, “Moral disengagement in ethical decision making: A study of antecedents and outcomes”, Journal of Applied Psychology, vol. 93, pp. 374-391. http://dx.doi.org/10.1037/ 0021-9010.93.2.374
  • Duffy, M. K., Scott, K. L., Shaw, J. D., Tepper, B. J., & Aquino, K. 2012, “A social context model of envy and social undermining”, Academy of Management Journal, vol. 55, pp. 643-666. http://dx.doi.org/10.5465/amj.2009 .0804
  • Efron, B., & Tibshirani, R. J. 1993, “An introduction to the bootstrap.” Chapman & Hall/CRC Press.
  • Gino, F., Ayal, S., & Ariely, D. 2013, “Self-serving altruism? The lure of unethical actions that benefit others”, Journal of Economic Behavior & Organization, vol. 93, pp. 285-292. http://dx.doi.org/10.1016/j.jebo.2013.04 .005
  • Gouldner, A. W. 1960, “The psychology of behavioral exchange.” Reading, MA: Addison-Wesley
  • Greenberg, J. 2002, “Who stole the money, and when? Individual and situational determinants of employee theft”, Organizational Behavior and Human Decision Processes, vol. 89, pp. 985-1003. http://dx.doi.org/10.1016/ S0749-5978(02)00039-0
  • Kish-Gephart, J. J., Detert, J., Treviño, L. K., Baker, V., & Martin, S. 2014, “Situational moral disengagement: Can the effects of self-interest be mitigated?”, Journal of Business Ethics, vol. 125, pp. 267–285. http://dx.doi .org/10.1007/s10551-013-1909-6
  • Kish-Gephart, J. J., Harrison, D. A., & Treviño, L. K. 2010, “Bad apples, bad cases, and bad barrels: Meta-analytic evidence about sources of unethical decisions at work”, Journal of Applied Psychology, vol. 95, pp. 1-31. http://dx.doi.org/10.1037/a0017103
  • Levine, E., & Schweitzer, M. E. 2014, “Are liars ethical? On the tension between benevolence and honesty”, Journal of Experimental Social Psychology, vol. 53, pp. 107-117. http://dx.doi.org/10.1016/j.jesp.2014.03.005
  • Martin, S. R., Kish-Gephart, J. J., & Detert, J. R. 2014, “Blind forces: Ethical infrastructures and moral disengagement in organizations”, Organizational Psychology Review, vol. 4, pp. 295-325. http://dx.doi.org/10.1177/ 2041386613518576
  • Matherne, C. & Litchfield, S. 2012) "Investigating the Relationship between Affective Commitment and Unethical Pro-Organizational Behaviors: The Role of Moral Identity," Journal of Leadership, Accountability and Ethics, vol. 9, no. 5, pp. 35-46.
  • May, D. R., Chang, Y. K., & Shao, R. 2015, “Does ethical membership matter? Moral identification and its organizational implications”, Journal of Applied Psychology, vol. 100, pp. 681-694. http://dx.doi.org/10.1037/ a0038344
  • Meyer, J. P., Allen, N. J., & Smith, C. 1993, “Commitment to organizations and occupations: Extensions and test of a three-component model”, Journal of Applied Psychology, vol. 78, pp. 538-551.
  • Miao, Q., Newman, A., Yu, J., & Xu, L. 2013, “The relationship between ethical leadership and unethical pro-organizational behavior: Linear or curvilinear effects?”, Journal of Business Ethics, vol. 116, pp. 641-653. http://dx .doi.org/10.1007/s10551-012-1504-2
  • Moore, C., Detert, J. R., Treviño, L. K., Baker, V. L., & Mayer, D. M. 2012, “Why employees do bad thing: Moral disengagement and unethical organizational behavior”, Personnel Psychology, vol. 65, pp. 1–48. http://dx .doi.org/10.1111/j.1744-6570.2011.01237.x
  • Porter, L., Steers, R., Mowday, R., & Boulian, P. 1974, “Organizational commitment, job satisfaction and turnover among psychiatric technicians”, Journal of Applied Psychology, vol. 59, pp. 603-609.
  • Preacher, K. J., & Hayes, A. F. 2004, “SPSS and SAS procedures for estimating indirect effects in simple mediation models”, Behavior Research Methods, Instruments, and Computers, vol. 36, pp. 717-731.
  • Preacher, K. J., Rucker, D. D., & Hayes, A. F. 2007, “Addressing moderated mediation hypotheses: Theory, methods, and prescriptions”, Multivariate Behavioral Research, vol. 42, pp. 185-227. http://dx.doi.org/10.1080/ 00273170701341316
  • Reynolds, S. J. 2006, “Moral awareness and ethical predispositions: Investigating the role of individual differences in the recognition of moral issues”, Journal of Applied Psychology, vol. 91, pp.233-243. http://dx.doi.org/ 10.1037/0021-9010.91.1.233
  • Ribeaud, D., & Eisner, M. 2010, “Are moral disengagement, neutralization techniques, and self-serving cognitive distortions the same? Development a unified scale of moral neutralization of aggression”, International Journal of Conflict and Violence, vol. 4, pp. 298-315.
  • Shrout, P. E., & Bolger, N. 2002, “Mediation in experimental and nonexperimental studies: New procedures and recommendations”, Psychological Methods, vol. 7, pp. 422-445. http://dx.doi.org/10.1037/1082-989X.7.4 .422
  • Tajfel, H., & Turner, J. C. 1985, “The social identity theory of intergroup behavior”. In S. Worchel & W. G. Austin (Eds.), Psychology of intergroup relations (2nd ed., pp. 7–24). Chicago, IL: Nelson-Hall.
  • Thau, S., Derfler-Rozin, R., Pitesa, M., Mitchell, M. S., & Pillutla, M. M. 2015, “Unethical for the sake of the group: Risk of social exclusion and pro-group unethical behavior”, Journal of Applied Psychology, vol. 100, pp. 98-113. http://dx.doi.org/10.1037/a0036708
  • Treviño, L. K., & Brown, M. E. 2004, “Managing to be ethical: Debunking five business ethics myths”, Academy of Management Executive, vol. 18, pp. 69-204.
  • Treviño, L. K., Brown, M. E., & Hartman, L. P. 2003, “A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite”, Human Relations, vol. 56, pp. 5-38
  • Treviño, L. K., den Nieuwenboer, N. A., & Kish-Gephart, J. J. 2014, “(Un)ethical behavior in organizations”, Annual Review of Psychology, vol. 65, pp. 635-660. http://dx.doi.org/10.1146/annurev-psych-113011-143745
  • Treviño, L. K., Weaver, G. R., & Reynolds, S. J. 2006, “Behavioral ethics in organizations: A review”, Journal of Management, vol. 32, pp. 951990. http://dx.doi.org/10.1177/0149206306294258
  • Umphress, E. E., & Bingham, J. B. 2011, “When employees do bad things for good reasons: Examining unethical pro-organizational behaviors”, Organization Science, vol. 22, pp. 621-640. http://dx.doi.org/10.1287/orsc.1100 .0559
  • Umphress, E. E., Bingham, J. B., & Mitchell, M. S. 2010, “Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior”, Journal of Applied Psychology, vol. 95, pp. 769-780. http://dx.doi.org/10.1037/a0019214
  • Varian, H. 2005, “Bootstrap tutorial”, Mathematica Journal, vol. 9, no. 4, pp. 768-775.
  • Wang, Q., Weng, Q., McElroy, J. C., Ashkanasy, N. M., & Lievens, F. 2014, “Organizational career growth and subsequent voice behavior: The role of affective commitment and gender”, Journal of Vocational Behavior, vol. 84, no. 3, pp. 431-441.
  • Warren, D. E. 2003, “Constructive and destructive deviance in organizations”, Academy of Management Review, vol. 28, pp. 622-632.
  • Wildschut, T., Insko, C. A., & Gaertner, L. 2002, “Intragroup social influence and intergroup competition”, Journal of Personality and Social Psychology, vol. 82, pp. 975-992. http://dx.doi.org/10.1037/0022-3514.82.6.975
  • Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. 2013, “An improved measure of ethical leadership”, Journal of leadership & organizational studies, vol. 20, no. 1, pp. 38-48.
There are 49 citations in total.

Details

Journal Section Articles
Authors

Nabiallah Ebrahimi This is me

E. Serra Yurtkoru

Publication Date September 30, 2017
Published in Issue Year 2017

Cite

APA Ebrahimi, N., & Yurtkoru, E. S. (2017). THE RELATIONSHIP BETWEEN AFFECTIVE COMMITMENT AND UNETHICAL PRO-ORGANIZATIONAL BEHAVIOR: THE ROLE OF MORAL DISENGAGEMENT. Research Journal of Business and Management, 4(3), 287-295. https://doi.org/10.17261/Pressacademia.2017.706
AMA Ebrahimi N, Yurtkoru ES. THE RELATIONSHIP BETWEEN AFFECTIVE COMMITMENT AND UNETHICAL PRO-ORGANIZATIONAL BEHAVIOR: THE ROLE OF MORAL DISENGAGEMENT. RJBM. September 2017;4(3):287-295. doi:10.17261/Pressacademia.2017.706
Chicago Ebrahimi, Nabiallah, and E. Serra Yurtkoru. “THE RELATIONSHIP BETWEEN AFFECTIVE COMMITMENT AND UNETHICAL PRO-ORGANIZATIONAL BEHAVIOR: THE ROLE OF MORAL DISENGAGEMENT”. Research Journal of Business and Management 4, no. 3 (September 2017): 287-95. https://doi.org/10.17261/Pressacademia.2017.706.
EndNote Ebrahimi N, Yurtkoru ES (September 1, 2017) THE RELATIONSHIP BETWEEN AFFECTIVE COMMITMENT AND UNETHICAL PRO-ORGANIZATIONAL BEHAVIOR: THE ROLE OF MORAL DISENGAGEMENT. Research Journal of Business and Management 4 3 287–295.
IEEE N. Ebrahimi and E. S. Yurtkoru, “THE RELATIONSHIP BETWEEN AFFECTIVE COMMITMENT AND UNETHICAL PRO-ORGANIZATIONAL BEHAVIOR: THE ROLE OF MORAL DISENGAGEMENT”, RJBM, vol. 4, no. 3, pp. 287–295, 2017, doi: 10.17261/Pressacademia.2017.706.
ISNAD Ebrahimi, Nabiallah - Yurtkoru, E. Serra. “THE RELATIONSHIP BETWEEN AFFECTIVE COMMITMENT AND UNETHICAL PRO-ORGANIZATIONAL BEHAVIOR: THE ROLE OF MORAL DISENGAGEMENT”. Research Journal of Business and Management 4/3 (September 2017), 287-295. https://doi.org/10.17261/Pressacademia.2017.706.
JAMA Ebrahimi N, Yurtkoru ES. THE RELATIONSHIP BETWEEN AFFECTIVE COMMITMENT AND UNETHICAL PRO-ORGANIZATIONAL BEHAVIOR: THE ROLE OF MORAL DISENGAGEMENT. RJBM. 2017;4:287–295.
MLA Ebrahimi, Nabiallah and E. Serra Yurtkoru. “THE RELATIONSHIP BETWEEN AFFECTIVE COMMITMENT AND UNETHICAL PRO-ORGANIZATIONAL BEHAVIOR: THE ROLE OF MORAL DISENGAGEMENT”. Research Journal of Business and Management, vol. 4, no. 3, 2017, pp. 287-95, doi:10.17261/Pressacademia.2017.706.
Vancouver Ebrahimi N, Yurtkoru ES. THE RELATIONSHIP BETWEEN AFFECTIVE COMMITMENT AND UNETHICAL PRO-ORGANIZATIONAL BEHAVIOR: THE ROLE OF MORAL DISENGAGEMENT. RJBM. 2017;4(3):287-95.

Research Journal of Business and Management (RJBM) is a scientific, academic, double blind peer-reviewed, quarterly and open-access online journal. The journal publishes four issues a year. The issuing months are March, June, September and December. The publication languages of the Journal are English and Turkish. RJBM aims to provide a research source for all practitioners, policy makers, professionals and researchers working in all related areas of business, management and organizations. The editor in chief of RJBM invites all manuscripts that cover theoretical and/or applied researches on topics related to the interest areas of the Journal. RJBM publishes academic research studies only. RJBM charges no submission or publication fee.

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