Responsible gambling (RG) has become a core compliance expectation for gambling operators, yet little is known about frontline employees’ compliance with RG rules in morally tense contexts. Drawing on social information processing theory, this study examines how company-to-employee RG communication about internal RG policies and procedures relates to employees’ compliance with RG rules. Specifically, it focuses on two forms of RG communication: company-issued RG reports and company-provided RG training. Data were collected using a questionnaire from 844 employees working at sports lottery outlets operated by a provincial company in Southwest China (48.5

A large body of literature has explored the relationship between ethical leadership and organizational citizenship behavior (OCB) and reported mixed results. One possible explanation for the mixed results is that those studies did not consider the extent to which ethical leadership attracts employee attention. Combining sensory threshold and social learning theory, we propose and test for a horizontal S-shape relationship between ethical leadership and OCB. We conducted multilevel modeling to examine these horizontal S-shaped relationships by using a sample of 119 leaders and 436 employees. The results show that ethical leadership is negatively but not significantly related to OCB when ethical leadership is very low, positively related to OCB at moderate levels of ethical leadership, and negatively related to employee OCB at very high levels of ethical leadership. Additionally, we found that that employees’ individual self-identity and collective self-identity moderate the S-shaped relationship between ethical leadership and OCB.

In view of its paradoxical nature, we develop a theoretical model to explain employees’ cognitive and behavioral reactions to leader unethical pro-group behavior. Based on social information processing theory, we propose that, different from conventional wisdom on the influence of leader unethical behavior that is solely driven by self-interest, leader unethical pro-group behavior elicits simultaneous but conflicting cognitive interpretations: perceived group-protector (for protecting group interest) on the one hand, and perceived ethics-violator (for violating ethical norms) on the other. In turn, the group-protector perception promotes leader-directed helping behavior via employees’ trust in their leader, whereas the ethics-violator perception has the opposite effect. We further hypothesize that employees’ group-helping identity strengthens the mediating effect of perceived group-protector and that employees’ moral identity strengthens the mediating effect of perceived ethics-violator. The results of two studies conducted in China involving both experimental data and time-lagged field survey data offer support for our hypotheses. Theoretical and practical implications are discussed.

Leaders enact justice in a workplace that is often replete with various political dynamics such as goal conflicts, cliques, and differential treatments. Understanding how and when workplace politics influence leaders’ justice rule adherence is theoretically and practically important. In this paper, we conceptualize the workplace as a political arena and adopt moral self-regulation theory to explore how and when leaders’ perceptions of team politics (PTP) impact their justice rule adherence. We hypothesize that leaders’ PTP prompts them to justify subordinates-directed unjust behaviors, which in turn reduces their justice rule adherence. Furthermore, we hypothesize that leaders’ high construal level mitigates the negative effect of PTP on justice rule adherence. We conduct three studies to examine our theoretical model at both the within- and between-person levels. Results from two interval-based experience sampling studies (within-person) and one time-lagged scenario-based experiment (between-person) demonstrate consistent support for our hypotheses. We conclude by discussing the theoretical and managerial implications of our research.

The existing literature provides conflicting evidence of whether a collectivistic value orientation is associated with ethical or unethical behavior. To address this confusion, we integrate collectivism theory and research with prior work on social identity, moral boundedness, group morality, and moral identity to develop a model of the double-edged effects of collectivism on employee conduct. We argue that collectivism is morally bounded depending on who the other is, and thus it inhibits employees' motivation to engage in unethical pro-self behavior, yet strengthens their motivation to engage in unethical pro-organization behavior. We further predict that these effects are mediated by the psychological mechanism of organizational goal commitment and moderated by a person's strength of moral identity. Results of three studies conducted in China and the United States and involving both field and experimental data offer strong support for our hypotheses. Theoretical and practical implications of the research are discussed.

Drawing on social cognitive theory of moral conduct, we hypothesize that performance pressure is positively associated with unethical pro-organizational behavior (UPB) through the mediation of moral justification beyond that of self-serving cognitions. We further hypothesize that creative cognitive style enhances this relationship, whereas moral identity ameliorates the moderating effect of creative cognitive style. The findings from two field studies involving multi-wave data provide convergent support for our hypotheses. We conclude by discussing the theoretical and practical implications of these findings.

Given the paradoxical nature of unethical pro-organizational behavior (UPB), that it simultaneously involves sincere extraordinary efforts to help the organization but violates ethical norms, we examined its paradoxical psychological and behavioral outcomes in the workplace. We hypothesized that UPB generates simultaneous but conflicting feelings: On one hand, guilt (for having behaved unethically) and on the other, psychological entitlement (for having done something positive for the organization). In turn, these conflicting psychological states differentially affect two conflicting behaviors. Feelings of guilt motivate customer service behavior but reduce self-serving cheating, whereas psychological entitlement does the opposite. We further hypothesized that moral identity centrality moderates the paradoxical effects of UPB. Data from three studies using experimental and field methodologies demonstrated support for all hypotheses. We discuss the theoretical and managerial implications of these findings.

ABSTRACTResearchers have paid much attention to the performance implications of authoritarian leadership. However, less effort has been devoted to exploring its ethical consequences at work. Drawing on the social cognitive theory of morality, this study explores the indirect relationship between authoritarian leadership and subordinates’ unethical pro-organizational behaviors (UPB) via displacement of responsibility. A vignette-based experimental study (Study 1) and a time-lagged field study (Study 2) were conducted to test our hypotheses. Consistent findings were accumulated for the indirect relationship between authoritarian leadership and UPB through displacement of responsibility (both Study 1 and 2). Furthermore, this indirect relationship was stronger among employees with low level of moral efficacy (Study 2). We conclude this study by discussing the theoretical and practical implications of these findings.

自学者们将自豪分为真实自豪和自大自豪以来,自豪受到了越来越多的关注.学者们从许多方面探讨了真实自豪和自大自豪二者的异同点,员工的自豪感高低也在人力资源管理实践中起着越来越重要的作用.文章通过对国内外相关文献的梳理和总结,从概念、前因变量、结果变量以及作用机制等方面对真实自豪和自大自豪的相关研究进行述评.在此基础上,本文讨论了真实自豪和自大自豪在组织行为和人力资源管理领域的研究前景,并提出了一个整合的研究框架.

BACKGROUND:Symptomatic vertebral artery dissecting aneurysm (VADA) is a challenging disease with controversy on treatment strategy due to anatomic configuration and their nature. Moreover, the outcomes of reconstructive treatment have not been well established. OBJECTIVE:To evaluate the safety and efficacy of reconstructive endovascular treatment (EVT) for symptomatic VADAs with Willis covered stent. METHODS:We evaluated retrospectively 13 patients with symptomatic VADAs who treated with Willis covered stent, compared with stent-assisted coiling (SAC) on the characteristics, posttreatment course, angiographic and clinical follow-up outcomes at an average of 14.4 months (range, 3-48 months). RESULTS:A total of 33 patients with symptomatic VADAs were reviewed, 23 of these patients with ruptured VADAs. The technical successful rate is 100% respectively in Willis covered stent (Group A) and SAC (Group B, n ​= ​20). The initial complete occlusion rate was significant higher in group A (100%) than group B (30%) (p ​< ​0.01). Major procedure-related complications were not significant different in the two groups. Serial follow-up angiograms revealed 5 recurrent VADAs in group B and no recurrence in group A (p ​> ​0.05). No obvious in-stent stenosis and no re-hemorrhage and delayed ischemic symptoms during the follow-up period. The final angiograms of all survived patients demonstrated the complete occlusion rate was higher in group A (100%) than group B (80%), but no significant statistical difference (p ​> ​0.05). Clinical outcomes were favorable in 31 (93.9%), severe disability occurred in one in group B, and only one death in group A. The final clinical outcomes were also not significant difference in the two groups (p ​> ​0.05). CONCLUSIONS:Our initial result demonstrated reconstructive EVT with Willis covered stent provides a viable approach for selected symptomatic VADAs involving the intracranial and extracranial segments, which is similar to favorable results with SAC. However, an expanded clinical experiences and larger cohort studies are needed.

威权领导者通过强有力的指挥和控制,保证了企业的步调统一和高效运转.然而,随着市场环境的快速变化和企业之间竞争的加剧,员工仅仅是服从领导指挥已经不再是企业长久发展的保证,员工创造力的发挥变得越来越重要.基于权力依赖理论,本文提出威权领导将导致员工对领导产生心理依赖,从而抑制了员工的创造力,同时提出两种调节变量来探索这一关系的边界条件:主动性人格负向地调节了变量之间的间接关系,而权力距离正向地调节了这一间接关系.通过对某科技型企业239个两阶段、领导-下属配对样本的分析,本研究提出的有调节的中介模型获得了数据的支持.本研究的发现有利于进一步认识威权领导的负面效果,引导领导者调整自身的领导风格,以充分发挥员工的创造力.

Drawing upon servant leadership theory, we explored whether and how servant leadership and prosocial motivation motivate employee CSRI engagement. Through a multi-wave and multi-source field data, ...

We explored the psychological consequences of unethical pro-organizational behavior, and then uncovered behavioral outcomes. We hypothesized that engaging in unethical pro-organizational behavior simultaneously engender feelings of guilt and a sense of entitlement, which in turn have different effects on employees¡¯ customer service behavior and organizational citizenship behavior (OCB). Data from four studies using experimental and field methodologies showed that unethical pro-organizational behavior motivated customer service and OCB via guilt but inhibited the same behaviors via psychological entitlement. We concluded by discussing the theoretical and managerial implications.

Background Despite the current availability of flow diverter devices (FDD),problems remains regarding optimal endovascular treatment (EVT) for blood blister-like aneurysms (BBAs) of the internal carotid artery (ICA).Objective To evaluate the safety and efficacy of EVT of BBAs in the ICA with a Willis covered stent.Methods 20 consecutive patients (5 men and 15 women) with ruptured BBAs underwent EVT using a Willis covered stent in two institutions from March 2013 to March 2018.Clinical observations,angiographic characteristics,and procedural and follow-up outcomes were retrospectively evaluated.Results 20 consecutive patients (5 men and 15 women) with ruptured BBAs underwent EVT using a Willis covered stent in two institutions from March 2013 to March 2018.Clinical observations,angiographic characteristics,and procedural and follow-up outcomes were retrospectively evaluated.Conclusion Our initial results demonstrate that reconstructive EVT using a Willis covered stent provides a viable approach to treat ICA BBAs.However,an expanded clinical evaluation and larger cohort are needed to confirm the results.

Unethical behavior in the workplace has been widely reported last decades.In view of its serious consequences,there has been a surge of business ethics research focusing on workplace unethical behavior.Especially,an emerging stream of research has begun to systematically theorize and investigate unethical pro-organizational behavior.In the study,we propose a moderated-mediation model to uncover the underlying mechanism and the boundary conditions of the relationship between high performance expectation and unethical pro-organizational behavior.Drawing upon social cognitive theory,we hypothesize that high performance expectation is indirectly related to unethical pro-organizational behavior through moral disengagement.We further propose that perceived industrial competition strengthens the hypothesized relationship and that moral identity weakens the hypothesized relationship.To test those hypotheses,we collected a two-wave field data,one month apart each other,from a group of Chinese retailing employees.In the first wave,300 employees from 35 retail stores responded to questions assessing their level of high performance expectation,moral identity,moral disengagement,and industrial competition.We also measured a set of control variables at this time.Two hundreds and twenty-five employees completed the second-wave survey which assess their willingness to engage in unethical pro-organizational behavior.To control for nesting effects,we applied multilevel structural equation modeling to analyze the data.Results showed that high performance expectation was positively related to unethical pro-organizational behavior.By applying Monte Carlo simulation,we found that the indirect relationship between high performance expectation and unethical pro-organizational behavior via moral disengagement was significant.We also found a positive interaction between high performance expectation and perceived industrial competition on moral disengagement and a negative interaction between high performance expectation and moral identity on moral disengagement.Finally,we found that:the indirect effect of high performance expectation on unethical pro-organizational behavior via moral disengagement was stronger when employees perceived a high level of industrial competition;the indirect effect of high performance expectation on unethical pro-organizational behavior via moral disengagement was stronger when employees had a low level of moral identity.Our findings are among the first to demonstrate the dark side of leader's high performance expectation toward subordinates,and explore the psychological mechanism and two key and contrasting boundary conditions.Theoretical and practical implications are discussed.