Relaxing moral reasoning to win: How organizational identification relates to unethical pro-organizational behavior.

Drawing on social identity theory and social-cognitive theory, we hypothesize that organizational identification predicts unethical pro-organizational behavior (UPB) through the mediation of moral disengagement. We further propose that competitive interorganizational relations enhance the hypothesized relationships. Three studies conducted in China and the United States using both survey and vignette methodologies provided convergent support for our model.

Anticipating and Resisting the Temptation to Behave Unethically.

Ethical dilemmas pose a self-control conflict between pursuing immediate benefits through behaving dishonestly and pursuing long-term benefits through acts of honesty. Therefore, factors that facilitate self-control for other types of goals (e.g.

Emotionally unskilled, unaware, and uninterested in learning more: reactions to feedback about deficits in emotional intelligence.

Despite the importance of self-awareness for managerial success, many organizational members hold overly optimistic views of their expertise and performance-a phenomenon particularly prevalent among those least skilled in a given domain. We examined whether this same pattern extends to appraisals of emotional intelligence (EI), a critical managerial competency. We also examined why this overoptimism tends to survive explicit feedback about performance.

When timeliness matters: the effect of status on reactions to perceived time delay within distributed collaboration.

This research examines the interactive effects of status and perceived time delay on acceptance of partner knowledge contributions within a distributive collaboration work environment. Results across 2 studies suggest that within distributed collaboration, time delays attributed to low-status partners had a significantly more harmful effect on influence acceptance than time delay attributed to high-status partners. This was so, despite the fact that partners' actual behavior was held constant across experimental conditions.