Honor among thieves: The interaction of team and member deviance on trust in the team.

Schabram, Kira; Robinson, Sandra L.; Cruz, Kevin S.

doi:10.1037/apl0000311

Cited by 33 publications

(29 citation statements)

References 59 publications

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“…In keeping with recent research techniques, we utilised PROCESS for moderated mediation analysis (e.g. Kappes et al , 2018; Schabram et al , 2018; Sun and Chen, 2017; Windscheid et al , 2016).…”

Section: Resultsmentioning

confidence: 99%

A moderated-mediated model of youth safety

McPhee

Samnani

Schlosser

2019

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Purpose Workplace injury and death of young persons are important concerns. The purpose of this paper is to focus on the mediating role of safety behaviours underpinning the relationship between perceived safety climate (PSC) and injuries, and the moderating roles of safety-specific transformational leadership (SSTL), general transformational leadership (GTL) and training in influencing the mediation, for young workers. Design/methodology/approach An exploratory, online questionnaire was completed by 367 university students employed in various industries. Data were analysed using moderated mediation. Findings Safety behaviours mediated the relationship between PSC and injuries. SSTL moderated the relationship between PSC and safety behaviours, but GTL did not. Training did not positively moderate the relationship between safety behaviour and injuries, yet may still inform us on the training by referent others since safety behaviour mediated the relationship between PSC and injuries when SSTL, GTL and training were high. Research limitations/implications A student sample was utilised, but was appropriate in this context as it is representative of the type of workers being studied. Longitudinal data with larger diverse data sets should be incorporated. Practical implications Business owners must utilise both forms of leadership to promote a safe workplace. HR and H&S professionals must continue to encourage this promotion. Social implications Safety training and leadership are important for policy makers and regulators to reduce workplace injuries for youth workers. Originality/value This study is the first to test youth H&S using moderated mediation. Safety specific and general forms of leadership and training are important predictors.

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Section: Resultsmentioning

confidence: 99%

A moderated-mediated model of youth safety

McPhee

Samnani

Schlosser

2019

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“…With few exceptions, almost all the studies in our review have focused on the implications of negative actions by individuals on individual actors. Relatively little research thus far has examined misconduct of teams and the resulting team consequences, even though we know teams are increasingly popular in modern organizations (Marks, Mathieu, & Zaccaro, 2001) and misbehavior in organizations is often committed along with the help or coordinated efforts of others (Schabram et al, 2018). The potential impact of team misbehavior on team consequences are demonstrated by several studies we have found.…”

Section: Discussionmentioning

confidence: 99%

“…Likewise, Peters, Jetten, Radova, and Austin (2017) found that when gossiping about a third person's deviant behavior, actors developed a stronger social bond between themselves. Finally, Schabram et al (2018) found that actors who engaged in deviance or cheating behavior maintained their trust in one another when compared with those who did not share in the behavior.…”

Section: Beneficial Outcomesmentioning

confidence: 94%

“…That occurs in the situations where actors share in the misbehavior together and strengthen the relational bond between them. This effect is greater when the act is committed in a coordinated fashion compared with an independent one (Schabram et al, 2018). When shared, besides sustaining relational bonds to one another, bad actors are also less likely to perceive themselves as solely responsible for the potential undesirable consequences and thus will be less sensitive to negative reactions from victims and observers (Zadro et al, 2005).…”

Section: Beneficial Outcomesmentioning

confidence: 99%

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What Happens to Bad Actors in Organizations? A Review of Actor-Centric Outcomes of Negative Behavior

Zhong

Robinson

2020

Journal of Management

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Negative workplace behavior has received substantial research attention over the past several decades. Although we have learned a lot about the consequences of negative behavior for its victims and third-party observers, a less understood but equally important research question pertains to the consequences for bad actors: How does engaging in negative behavior impact one’s thoughts, feelings, and subsequent behaviors? Moreover, do organizational members experience costs or benefits from engaging in negative acts? We address these questions with an integrative review of empirical findings on various actor-centric consequences of a wide range of negative behaviors. We organize these findings into five dominant theoretical perspectives: affective, psychological-needs, relational, psychological-resources, and cognitive-dissonance perspectives. For each perspective, we provide an overview of the theoretical arguments, summarize findings of relevant studies underlying it, and discuss observed patterns and contradictory findings. By doing so, we provide a very tentative answer to our initial questions, contending that engaging in negative acts is a two-edged sword for actors and its costs seem to slightly prevail over its benefits. Nevertheless, we make this preliminary conclusion based upon an incomplete knowledge base. In order to further our understanding of actor-centric outcomes of negative behavior, we also identify several important research gaps and needed future research directions.

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“…Behavioral studies have viewed trust as an essential rational choice of the trustor which is specific to a particular action (Hardin, 1993), whereas the psychological field encompasses a number of affective states such interpersonal attachment, affect and expectations (Allen et al, 2018;Evans and Krueger, 2009;Mayer et al, 1995;McAllister, 1995;Rousseau et al, 1998). Despite the fact that the definition of trust remains elusive, there is common agreement between scholars that trust is primarily a psychological state (Fulmer and Gelfand, 2012;Costa et al, 2018) and its primary basis is dependent upon reciprocity, cooperation and mutual concern for each other (Schabram et al, 2018).…”

Section: Background and Hypotheses 21 Trustmentioning

confidence: 99%

Exploring trust in the boardroom: the case of Nordic region

Pastra

Koufopoulos

Skintzi

et al. 2021

TPM

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Purpose This paper aims to understand the relationship between the trust of executives in their board, board effectiveness (board performance and strategic decision quality) and organizational performance (financial and operational performance). Design/methodology/approach Data were collected from 184 board members in the Nordic region, using cross-sectional research design. Confirmatory factor analysis was used to test the validity of the used scales, whereas correlational analysis and mediation analysis via PROCESS macro in SPSS were used for testing of the hypotheses. Findings Trust between board members is positively correlated with both dimensions of board effectiveness and both tested dimensions of organizational performance. Besides, trust between the board members positively affects both financial and operational performance (significant total effects in mediation analysis). However, trust had a direct effect only on financial performance, whereas it shows an indirect effect on operational performance through both mediators, board performance and strategic decision quality. Research limitations/implications Future research should investigate trust into the board using a longitudinal design, and expand the sample cross-culturally, and control for the influence of other interpersonal variables in board members. Practical implications The development of trust in work relationships serves as the foundation for the establishment of significant team and organizational benefits. Business leaders should take into consideration trust issues in business teams and cultivate a trust culture in their organizations. Social implications The findings advance theoretical, social and empirical understanding of trust of executives in their board and its effect on board performance, strategic decision quality and perceived performance. The development of trust in work relationships enhances team performance, networks with strategic partners, community and government, and serves as the foundation for the establishment of trust in the society. Originality/value This is one of the scarce studies that examines direct and indirect effects of trust in board and organizational outcomes.

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Honor among thieves: The interaction of team and member deviance on trust in the team.

Cited by 33 publications

References 59 publications

A moderated-mediated model of youth safety

A moderated-mediated model of youth safety

What Happens to Bad Actors in Organizations? A Review of Actor-Centric Outcomes of Negative Behavior

Exploring trust in the boardroom: the case of Nordic region

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