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The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance

2020Journal article Open access
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dc.contributor.authorMoon, Chanki
dc.contributor.authorMorais, Catarina
dc.contributor.authorMoura, Georgina Randsley de
dc.contributor.authorUskul, Ayse K.
dc.date.accessioned2020-10-13T13:49:41Z
dc.date.available2020-10-13T13:49:41Z
dc.date.issued2020
dc.description.abstractPurpose–This study aims to examine the role of deviant status (lower vs higher rank) and organizational structure (vertical vs horizontal) on individuals’ responses to workplace deviance. Design/methodology/approach–Two studies (N= 472) were designed to examine the role of deviant status and organizational structure in responses to workplace deviance. Study 1 (N= 272) manipulated deviant status and organizational structure. Study 2 (N= 200) also manipulated deviant status but focused on participants’ subjective evaluations of the organizational structure of their workplace. Findings–Study 1 found that participants reported lower job satisfaction and organizational commitment, and higher turnover intentions when they imagined being confronted with deviant behaviors displayed by a manager (vs by a subordinate), regardless of the type of organizational structure. Study 2 extended this finding by showing that the indirect effect of organizational structure (vertical vs horizontal) on turnover intention via job satisfaction and organizational commitment was moderated by deviant status: when the deviant’s status was higher, working in a vertical (vs horizontal) organization was associated with decreased job satisfaction and commitment, which, in turn, was associated with a higher level of turnover intentions. Originality/value–The findings broaden our understanding of how individuals respond to deviance at the workplace, by simultaneously considering the effects of organizational structure (vertical vs horizontal) and deviant status (upward vs downward directions of deviance).pt_PT
dc.description.versioninfo:eu-repo/semantics/acceptedVersionpt_PT
dc.identifier.citationMoon, C., Morais, C., Moura, G. R. D., & Uskul, A. K. (2020). The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance. International Journal of Conflict Management, 32(2), 315-339. https://doi.org/10.1108/IJCMA-03-2020-0036pt_PT
dc.identifier.doi10.1108/IJCMA-03-2020-0036pt_PT
dc.identifier.eid85090774484
dc.identifier.issn1044-4068
dc.identifier.urihttp://hdl.handle.net/10400.14/31098
dc.identifier.wos000574652400001
dc.language.isoengpt_PT
dc.peerreviewedyespt_PT
dc.publisherEmeraldpt_PT
dc.rights.urihttps://creativecommons.org/licenses/by-nc/4.0/
dc.subjectTurnover intentionpt_PT
dc.subjectStatuspt_PT
dc.subjectOrganizational commitmentpt_PT
dc.subjectOrganizational structurept_PT
dc.subjectWorkplace deviancept_PT
dc.subjectJob satisfactionpt_PT
dc.titleThe role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviancept_PT
dc.typejournal article
dspace.entity.typePublication
oaire.citation.endPage339
oaire.citation.issue2
oaire.citation.startPage315
oaire.citation.titleInternational Journal of Conflict Managementpt_PT
oaire.citation.volume32
person.familyNameMorais
person.givenNameCatarina
person.identifier.ciencia-id6F1B-12C6-81B9
person.identifier.orcid0000-0002-9881-3514
rcaap.rightsopenAccesspt_PT
rcaap.typearticlept_PT
relation.isAuthorOfPublicationb1397b6c-711f-4f1e-a166-8f73898bb46f
relation.isAuthorOfPublication.latestForDiscoveryb1397b6c-711f-4f1e-a166-8f73898bb46f

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