Paradoxical consequences of unethical pro-organizational behavior: a dual-path model

Abstract

Purpose This study aims to investigate the employee consequences of unethical pro-organizational behavior (UPB) by examining how the two conflicting attributes of UPB affect employee behavioral outcomes. UPB, which has both negative (unethical) and positive (pro-organizational) attributes, produces paradoxical consequences. Design/methodology/approach Two independent studies were conducted to explore the relationship between UPB and employee outcomes. Study 1 used a scenario method and then we conducted a survey study (Study 2) with two time periods. Structural equation modeling (SEM) was used to analyze the data. Findings The findings revealed that UPB can lead to both positive and negative outcomes, including volunteering activities and subsequent UPB intentions in the future. The study also found that an employee's state of guilt mediated the relationship between UPB and volunteering activities, whereas state self-esteem mediated the relationship between UPB and subsequent UPB intentions. Practical implications According to the findings, managers should be aware that UPB is often part of a recurring pattern rather than isolated incidents. Our findings show that ethical values should be integrated into all aspects of operations, including performance evaluations, promotions, and decision-making processes and prioritizing fostering employee moral identity by embedding ethical values into the organizational culture could also be helpful. Originality/value This study contributes to the literature by providing a nuanced understanding of the paradoxical nature of UPB and its impact on employee outcomes.