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Cited by

• 2021Coping with Supervisor Bottom-Line Mentality: The Mediating role of Job Insecurity and the Moderating Role of Supervisory Power38 cited
• 2020Review of the Influencing Factors of Unethical Pro-Organizational Behavior25 cited
• 2021Research on the Relationship Between High-Commitment Work Systems and Employees’ Unethical Pro-organizational Behavior: The Moderating Role of Balanced Reciprocity Beliefs17 cited
• 2019Unethical Pro-organisational Behaviour: Concepts, Motives and Unintended Consequences16 cited
• 2021Moving Beyond Initiative: The Reconceptualization and Measurement of Unethical Pro-organizational Behavior15 cited
• 2024Why does a leader’s other-oriented perfectionism lead employees to do bad things? Examining the role of moral disengagement and moral identity14 cited
• 2022Does small and medium enterprise differential leadership increase subordinate knowledge hiding? Evidences from job insecurity, territorial consciousness and leadership performance expectation12 cited
• 2023Effects of Workplace Ostracism on Pro-Job Unethical Behavior: The Role of Moral Disengagement, Interpersonal Sensitivity and Self-Serving Political Will10 cited
• 2022How Institutional Pressure Affects Organizational Citizenship Behavior for the Environment: The Moderated Mediation Effect of Green Management Practice9 cited
• 2024How and When Does Unethical Pro‐Organizational Behavior Lead to Organizational Deviance? A Moderated Dual‐Path Model7 cited
• 2021UNETHICAL PRO-ORGANIZATIONAL BEHAVIOR: A REVIEW OF EXISTING LITERATURE7 cited