Publication Type

Journal Article

Version

Postprint

Publication Date

6-2013

Abstract

In this research, we examine when and why organizational environments influence how employees respond to moral issues. Past research has proposed that social influences in organizations affect employees' ethical decision making, but has not explained when and why some individuals are affected by an organizational environment and some disregard it. To address this problem, we drew on research on power to propose that power makes people more self-focused, which, in turn, makes them more likely to act upon their preferences and ignore (un)ethical social influences. Using both experimental and field methods, we tested our model across the three main paradigms of social influence: informational influence (Studies 1 and 2), normative influence (Study 3), and compliance (Study 4). Results offer converging evidence for our theory.

Keywords

power/politics, conflict management, decision making, deviance/counterproductive behaviors, social influences, self-focus

Discipline

Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Academy of Management Journal

Volume

56

Issue

3

First Page

635

Last Page

658

ISSN

0001-4273

Identifier

10.5465/amj.2011.0891

Publisher

Academy of Management

Copyright Owner and License

Authors

Additional URL

http://dx.doi.org/10.5465/amj.2011.0891

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