This review spotlights research related to ethical and unethical behavior in organizations. It builds on previous reviews and meta-analyses of the literature on (un)ethical behavior in organizations and discusses recent advances in the field. The review emphasizes how this research speaks to the influence of the organizational context on (un)ethical behavior, proceeding from a more macro to a more micro view on (un)ethical behavior and covering ethical infrastructures, interpersonal influences, individual differences, and cognitive and affective processes. The conclusion highlights opportunities for future research.

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AND KEYWORDS AbstractTo date, theory and research on corruption in organizations have primarily focused on its staticantecedents. This paper focuses on the spread and growth of corruption in organizations. For

Our study offers an understanding of how middle managers may use routines as tools to induce their subordinates to engage in widespread unethical behavior. We conducted a 15-month ethnography at a desk sales unit within a large telecommunications firm and discovered that middle managers coerced their subordinates into deceiving upper management about the unit’s performance. Based upon our findings and relying on the routine dynamics literature, we propose that middle managers engaged in a process that we label “corruptive routine translation.” It involves the translation by middle managers of upper management’s more abstract and higher level performance routine into a corrupted, lower level version of that routine that is enacted by frontline employees. In corruptive routine translation, middle managers respond to performance obstacles by identifying and exploiting structural vulnerabilities to generate and conceal deceptive performance. We also illustrate how routines are interdependent across levels within an organization’s hierarchy, implicating upper management, middle management, and lower level employees in the collective phenomenon that is the social production of deceit. Our model contributes to the routines dynamics literature as well as to the literature on ethics at work by highlighting the corruptive routine translation process through which middle managers use routines as tools to induce deceptive performance in their subordinates.

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