Formation Mechanism of Pro-organizational Rule-breaking Behavior from the Perspective of Digitalization Transformation
1. School of Management, Guangdong University of Technology, Guangzhou 510520, China
2. Graduate School of Management, Kyoto University, Kyoto 6068501, Japan
| Abstract: | Pro-organizational Rule-breaking Behavior (PORB) is a negative organizational behavior which seems conceptually harmful to organizations. However, PORB can both be beneficial to organizations from the perspective of organizational value, and helpful to the facilitation of organizational performance or organizational innovation. PORB is actually acquiesced and encouraged by organizations in a way. In the context of digitalization transformation, due to the turbulent VUCA environment and competitive pressure, PORB even has a tendency to increase. Therefore, the correlative research questions as follows are put forward naturally. How to evaluate PORB objectively? Why do employees know that the behavior violates the organizational rules but still commit it? Is it essentially an individual problem of the employees or a problem of the organizational rules? What are the causes and mechanisms of PORB? There have been many researches on Unethical Pro-organizational Behavior and Pro-social Rule-breaking Behavior, which are closely related to PORB. However, there is neither systematically theoretical support nor efficient guiding measures on PORB for enterprise practice for the time being. Our research aims to study the formation mechanism of PORB in the context of digitalization transformation, which can not only develop the elementary theory of PORB, but also broaden the theories of Pro-social Rule-breaking Behavior and Unethical Pro-organizational Behavior. In practice, the results of our research can promote both the organizational management and governance of PORB. |
| Keywords: | Pro-organizational Rule-breaking Behavior; Unethical Pro-organizational Behavior; Pro-social Rule-breaking Behavior; Formation Mechanism; Digitalization Transformation |
| DOI: | 10.57237/j.wjmst.2022.01.005 |
View:
Downloads:
Received: 1 November 2022
Accepted: 5 December 2022
Published Online: 15 December 2022
Funding
| 1. | The National Natural Science Foundation of China (72071049, 71902042) |
| 2. | Humanity & Social Science Foundation of the Ministry of Education of China (16YJAZH014). |
References
| [1] | Babalola M T, Greenbaum R L, Amarnani R K, et al. A business frame perspective on why perceptions of top management’s bottom-line mentality result in employees’ good and bad behaviors [J]. Personnel Psychology, 2020, 73 (1): 19-41. |
| [2] | Brenkert G G. Innovation, rule breaking and the ethics of entrepreneurship [J]. Journal of Business Venturing, 2009, 24, 448–464. |
| [3] | Cheng K, Lin Y H. Unethical pro-organizational behavior: A motivational perspective [J]. Advances in Psychological Science, 2019, 27 (06): 1111-1122. |
| [4] | Chen M, Liang J. High performance expectation and unethical pro-organizational behavior: Social cognitive perspective [J]. Acta Psychologica Sinica, 2017, 49 (1): 94-105. |
| [5] | Dahling J J, Mayer D M, Gregory J B. Breaking rules for the right reasons: An investigation of pro-social rule breaking [J]. Journal of Organizational Behavior, 2012, 33 (1): 21-42. |
| [6] | Du L Y, Duan T G and Li M Z. A Literature Review of Unethical Pro-organizational Behavior [J]. Chinese Human Resource Development, 2016 (07): 50-57. |
| [7] | He B, He Q Q, Muddassar S. Inclusive Leadership and Subordinates’ Pro-Social Rule Breaking in the Workplace: Mediating Role of Self-Efficacy and Moderating Role of Employee Relations Climate, Psychology Research and Behavior Management [J]. Psychology Research and Behavior Management, 2021, 14, 1691–1706. |
| [8] | He B, Zhao N, He Q Q, Hu W M. Adaptive Change of Digital Management from the Perspective of Management Model Transformation: A Case Study of Byte Dance Company [J]. Journal of Beijing Jiaotong University Social Science Edition, 2022, 21 (02): 29-36. |
| [9] | He L, Li R, Ling W Q. A Review of the literature of pro-social rule breaking in organization and future prospects [J]. Foreign Economics & Management, 2013, 35 (06): 43-51. |
| [10] | Hu H, Zhu Z, Yang M X, Li Y. Gain and Loss: Influence of Leader Bottom-line Mentality on Employee Unethical Pro-group Behavior. Foreign Economics & Management [J], 2021, 43 (10): 120-13. |
| [11] | Liu X G, Li J Z. Dual effects of managerial pro-social rule breaking on employee behavior in the Chinese context. Revista de Cercetare si Interventie Sociala, 2015, 51, 187–201. |
| [12] | Liu X G, Ma Y O. The Impact of Managerial Pro-social Violations on Employee Innovation [J]. Science& Technology Progress and Policy, 2021, 38 (05): 143-151. |
| [13] | Liu X G, Wang Z H. Influence mechanism of managerial pro-social rule breaking on employee behavior from the perspective of opposition between favor and reason: A cross-levels and longitudinal study [J]. Advances in Psychological Science, 2018, 26 (2): 191–203. |
| [14] | Li Y, Zhang W H, Long L R. How Self-sacrificial Leadership Influences Subordinates’ Work Performance: The Mediating Roles of Strategic Orientation and Supervisor Identification [J]. Acta Psychologica Sinica, 2015, 47 (5): 653-662. |
| [15] | Morrison E W. Doing the job well: An investigation of pro-social rule breaking [J]. Journal of Management, 2006, 32, 5–28. |
| [16] | Morrison E W, Robinson S L. When employees feel betrayed: A model of how psychological contract violation develops [J]. Academy of Management Review, 1997, 22, 226–256. |
| [17] | Xiao J H. Cross-system digitalization transformation and Adaptive Changes of Management [J]. Reform, 2020, (04): 37-49. |
| [18] | Zhan X J, Yang W and Lu N. Is It All about the Bottom Line? A review and prospects of bottom-line mentality research in organizational management [J]. Management review, 2021, 33 (08): 224-233. |
| [19] | Zhang Y, He B, Huang Q H, Xie J. Effects of supervisor bottom-line mentality on subordinate unethical pro-organizational behavior [J]. Journal of Managerial Psychology 2020, 35 (5): 419-434. |
| [20] | Zhang Z X, Zhao S M, Shi J Q, Qin Xin, He W., Zhao X Y, Wang Y and Wu G. An academic review of the 254th Shuangqing Forum: Critical scientific issues of organization and management research in the digital economy [J]. Chinese Science Foundation, 2021, 35 (05): 774-781. |
| [21] | Umphress E E, Bingham J B, Mitchell M S. Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior [J]. Journal of Applied Psychology, 2010, 95 (4): 769-780. |
Join the Editorial Board
We invite active, qualified and high profile scientists and researchers to join as Editorial Board Members.
Join UsBecome a Reviewer
Scholars with a strong interest in reviewing are invited to join the reviewer panel to ensure the quality of the research to be published.
Join Us