Individual and Organizational Rule-Breaking: Test of an Integrated Multilevel Model.
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| Title: | Individual and Organizational Rule-Breaking: Test of an Integrated Multilevel Model. |
|---|---|
| Authors: | Karadag, Reha1 (AUTHOR) rkaradag@d.umn.edu, Near, Janet P.2 (AUTHOR) |
| Source: | Journal of Business Ethics. Jun2024, Vol. 192 Issue 2, p423-440. 18p. |
| Subject Terms: | *Employees, *Deviant behavior, *Job descriptions, *Opportunity, Employee rules, Compliant behavior, Job stress |
| Abstract: | Why do employees break organizational rules and why are organizations unable to prevent this? Past studies have suggested three predictors of rule-breaking: predisposition due to normalization of rule-breaking; pressure due to competitive and performance strain; and opportunity to break the rules due to job characteristics associated with the assigned role and the time at work (e.g., Baucus, 1994). We used a purposive sample of 14,472 observations from 5,735 individuals nested in 199 organizations, to investigate these predictors in a sports context where rule-breaking was likely to be low because of a high risk of detection and a strong compliance system. This allowed us to hold constant the effects of compliance systems and rules that were universally applied in all organizations so that we could compare differences in rule-breaking associated with predisposition, pressure, and opportunity. Compared to previous research, our method permitted us to draw four unique conclusions: (a) all three theories about predictors of rule-breaking were supported, even when all predictors were included simultaneously in a multivariate analysis; (b) individual rule-breaking was predicted by individual and organizational variables in multilevel models, suggesting that employees, the organization, and the industry all support rule-breaking under some conditions; (c) temporal precedence of predictor variables in longitudinal analysis suggested that they influenced current rule-breaking rather than the other way around; and (d) the use of a single-industry sample allowed us to collect nested data from individuals and organizations whose rule-breaking was more likely to be detected and penalized than in other industries, thus reducing undercount of rule-breaking. [ABSTRACT FROM AUTHOR] |
| Copyright of Journal of Business Ethics is the property of Springer Nature and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.) | |
| Database: | Education Research Complete |
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| Header | DbId: ehh DbLabel: Education Research Complete An: 177896659 AccessLevel: 6 PubType: Academic Journal PubTypeId: academicJournal PreciseRelevancyScore: 0 |
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| Items | – Name: Title Label: Title Group: Ti Data: Individual and Organizational Rule-Breaking: Test of an Integrated Multilevel Model. – Name: Author Label: Authors Group: Au Data: <searchLink fieldCode="AR" term="%22Karadag%2C+Reha%22">Karadag, Reha</searchLink><relatesTo>1</relatesTo> (AUTHOR)<i> rkaradag@d.umn.edu</i><br /><searchLink fieldCode="AR" term="%22Near%2C+Janet+P%2E%22">Near, Janet P.</searchLink><relatesTo>2</relatesTo> (AUTHOR) – Name: TitleSource Label: Source Group: Src Data: <searchLink fieldCode="JN" term="%22Journal+of+Business+Ethics%22">Journal of Business Ethics</searchLink>. Jun2024, Vol. 192 Issue 2, p423-440. 18p. – Name: Subject Label: Subject Terms Group: Su Data: *<searchLink fieldCode="DE" term="%22Employees%22">Employees</searchLink><br />*<searchLink fieldCode="DE" term="%22Deviant+behavior%22">Deviant behavior</searchLink><br />*<searchLink fieldCode="DE" term="%22Job+descriptions%22">Job descriptions</searchLink><br />*<searchLink fieldCode="DE" term="%22Opportunity%22">Opportunity</searchLink><br /><searchLink fieldCode="DE" term="%22Employee+rules%22">Employee rules</searchLink><br /><searchLink fieldCode="DE" term="%22Compliant+behavior%22">Compliant behavior</searchLink><br /><searchLink fieldCode="DE" term="%22Job+stress%22">Job stress</searchLink> – Name: Abstract Label: Abstract Group: Ab Data: Why do employees break organizational rules and why are organizations unable to prevent this? Past studies have suggested three predictors of rule-breaking: predisposition due to normalization of rule-breaking; pressure due to competitive and performance strain; and opportunity to break the rules due to job characteristics associated with the assigned role and the time at work (e.g., Baucus, 1994). We used a purposive sample of 14,472 observations from 5,735 individuals nested in 199 organizations, to investigate these predictors in a sports context where rule-breaking was likely to be low because of a high risk of detection and a strong compliance system. This allowed us to hold constant the effects of compliance systems and rules that were universally applied in all organizations so that we could compare differences in rule-breaking associated with predisposition, pressure, and opportunity. Compared to previous research, our method permitted us to draw four unique conclusions: (a) all three theories about predictors of rule-breaking were supported, even when all predictors were included simultaneously in a multivariate analysis; (b) individual rule-breaking was predicted by individual and organizational variables in multilevel models, suggesting that employees, the organization, and the industry all support rule-breaking under some conditions; (c) temporal precedence of predictor variables in longitudinal analysis suggested that they influenced current rule-breaking rather than the other way around; and (d) the use of a single-industry sample allowed us to collect nested data from individuals and organizations whose rule-breaking was more likely to be detected and penalized than in other industries, thus reducing undercount of rule-breaking. [ABSTRACT FROM AUTHOR] – Name: AbstractSuppliedCopyright Label: Group: Ab Data: <i>Copyright of Journal of Business Ethics is the property of Springer Nature and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.) |
| PLink | https://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=ehh&AN=177896659 |
| RecordInfo | BibRecord: BibEntity: Identifiers: – Type: doi Value: 10.1007/s10551-023-05519-5 Languages: – Code: eng Text: English PhysicalDescription: Pagination: PageCount: 18 StartPage: 423 Subjects: – SubjectFull: Employees Type: general – SubjectFull: Deviant behavior Type: general – SubjectFull: Job descriptions Type: general – SubjectFull: Opportunity Type: general – SubjectFull: Employee rules Type: general – SubjectFull: Compliant behavior Type: general – SubjectFull: Job stress Type: general Titles: – TitleFull: Individual and Organizational Rule-Breaking: Test of an Integrated Multilevel Model. Type: main BibRelationships: HasContributorRelationships: – PersonEntity: Name: NameFull: Karadag, Reha – PersonEntity: Name: NameFull: Near, Janet P. IsPartOfRelationships: – BibEntity: Dates: – D: 11 M: 06 Text: Jun2024 Type: published Y: 2024 Identifiers: – Type: issn-print Value: 01674544 Numbering: – Type: volume Value: 192 – Type: issue Value: 2 Titles: – TitleFull: Journal of Business Ethics Type: main |
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