The focus of this research is to relate ethnicity and its effect on national cultural values. The paper points out how the ethnic and economic reasons for conflict influence this interaction that creates barriers in the knowledge management processes in an organization. Theoretical model is predicated on two structural dimensions of ethnicity: ethnic boundary and ethnic competition, which are then related to the national cultural values of individualism, masculinity, power distance, and uncertainty avoidance. The cultural values of long‐term versus short‐term orientation and indulgence versus restraint are not included in the conceptualization as the first one is rarely used because of its inclination toward Confucian ethic, whereas the second is found to be more or less complementary to long‐term versus short‐term orientation. In the paper, prejudice and limited absorptive capacity are identified as the first‐level effects, which, consequentially, produce the barriers of knowledge hoarding and knowledge stickiness during the course of knowledge transference in an organization. Copyright © 2014 John Wiley & Sons, Ltd.

PurposeThe purpose of this study was to examine the influence of ethical leadership on moral motivation of teachers in the schools of Pakistan.Design/methodology/approachScenario-based experimental design was used to collect data (N = 174 teachers) from 25 schools in the city of Islamabad. Participants included 156 females and 18 males aged 23–37 years. Ethical leadership was measured at both construct and component levels (moral person and moral manager).FindingsThe results found that the moral person component of ethical leadership style heightens the moral identity (internalization)-based moral motivation, while the moral manager component and ethical leadership at construct level style increases moral identity (symbolization)-based moral motivation. Interestingly, in the absence of reward, only the moral person component of ethical leadership style maintained participants’ moral motivation.Originality/valueThe originality of this study lies in highlighting the divergence in ethical leadership style at component level that explains the differences in moral motivation of the teachers.

The aim of this research was to answer the question whether moral identity affects the relationship between one's social identity and social comparison. Drawing from the concept of social identity theory, social cognitive theory and self‐consistency theory, it was theorized that moral identity may positively affect the relationship between social identity and social comparison through the importance of group membership for individuals. Two studies were conducted (N = 267, N = 307) for this purpose. The results of the studies lend support to the hypothesized framework, explaining the complex relationship of the moral identity with social identity, and how seeing oneself as moral can fuel social comparison. Thus, the results highlight the boundary condition under which social comparisons will be increased or decreased. Please refer to the Supplementary Material section to find this article's Community and Social Impact Statement.

Steinbauer et al. (2014) examine how ethical leadership leads to improved moral judgment, and the role of followers' perceived accountability and self-leadership. In this Commentary, I offer two critiques. First, I argue that the relationship that Steinbauer et al. propose between ethical leadership and self-leadership contains internal contradictions. Second, I argue that ethical leadership can have undesirable consequences for moral judgment and that self-leadership requires substantial freedom from an external authority. Thus, my arguments focus on Steinbauer et al.'s understanding of self-leadership and moral judgment in relation to ethical leadership. A RECENT PAPER by Steinbauer et al. (2014) examined how ethical leadership leads to improved ethical decision making in organizations. The importance of ethical behavior has only increased as newer and more serious breaches of morality have been witnessed in organizational life. Ethical leadership has been put forward as a leadership style to improve the ethical conduct of followers and employees.