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Turning a Blind Eye to Team Members’ Unethical Behavior: The Role of Reward Systems
16 references·2 citing·47 second hop
Turning a Blind Eye to Team Members’ Unethical Behavior: The Role of Reward Systems (2024)Turning a Blind Eye to Team Members’ Unet…Handbook of Organizational Justice (2013)Handbook of Organizational Ju…Bad apples, bad cases, and bad barrels: Meta-analytic evidence about sources of unethical decisions at work. (2010)Bad apples, bad cases, and ba…An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why* (2003)An Exploratory Study of Emplo…The self-importance of moral identity. (2002)The self-importance of moral …Appraisal Considered as a Process of Multilevel Sequential Checking (2001)Appraisal Considered as a Pro…The two general activation systems of affect: Structural findings, evolutionary considerations, and psychobiological evidence. (1999)The two general activation sy…Emotion elicitation using films (1995)Emotion elicitation using fil…Social loafing: A meta-analytic review and theoretical integration. (1993)Social loafing: A meta-analyt…Aggression: Its Causes, Consequences, and Control (1993)Aggression: Its Causes, Conse…Ethical Decision Making by Individuals in Organizations: An Issue-Contingent Model (1991)Ethical Decision Making by In…Emotion knowledge: Further exploration of a prototype approach. (1987)Emotion knowledge: Further ex…Patterns of cognitive appraisal in emotion. (1985)Patterns of cognitive apprais…Organizational dissidence: The case of whistle-blowing (1985)Organizational dissidence: Th…Research in Organizational Behavior (1984)Research in Organizational Be…Studies on anger and aggression: Implications for theories of emotion. (1983)Studies on anger and aggressi…On the Folly of Rewarding A, While Hoping for B. (1975)On the Folly of Rewarding A, …It’s mine but you took it: knowledge theft as a barrier to organizational knowledge management efforts (2025)It’s mine but you took it: kn…Religiosity as a buffer against the impact of abusive supervision on employee unethical behavior: a moderated mediation model (2024)Religiosity as a buffer again…Work and motivation (1964)The Logic of Collective Action: Public Goods and the Theory of Groups. (1966)Organizational Social Capital and Employment Practices (1999)The Social Identity Theory of Intergroup Behavior (2004)Ostracism (2006)Gender Differences in Preferences (2009)The psychology of interpersonal relations. (1958)Generalized expectancies for internal versus external control of reinforcement. 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References

  • 1984Research in Organizational Behavior10,806 cited
  • 1991Ethical Decision Making by Individuals in Organizations: An Issue-Contingent Model4,134 cited
  • 1985Patterns of cognitive appraisal in emotion.4,061 cited
  • 2002The self-importance of moral identity.3,518 cited
  • 1987Emotion knowledge: Further exploration of a prototype approach.3,071 cited
  • 1993Social loafing: A meta-analytic review and theoretical integration.2,194 cited
  • 1995Emotion elicitation using films2,179 cited
  • 1999The two general activation systems of affect: Structural findings, evolutionary considerations, and psychobiological evidence.2,102 cited
  • 1993Aggression: Its Causes, Consequences, and Control1,958 cited
  • 2001Appraisal Considered as a Process of Multilevel Sequential Checking1,906 cited
  • 2010Bad apples, bad cases, and bad barrels: Meta-analytic evidence about sources of unethical decisions at work.1,688 cited
  • 2003An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why*1,669 cited
  • 2013Handbook of Organizational Justice1,616 cited
  • 1975On the Folly of Rewarding A, While Hoping for B.1,584 cited
  • 1983Studies on anger and aggression: Implications for theories of emotion.

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1,229 cited
  • 1985Organizational dissidence: The case of whistle-blowing1,228 cited
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    • 2025It’s mine but you took it: knowledge theft as a barrier to organizational knowledge management efforts6 cited
    • 2024Religiosity as a buffer against the impact of abusive supervision on employee unethical behavior: a moderated mediation model5 cited