Virtual work conditions impact negative work behaviors via ambiguity, anonymity, and (un)accountability: An integrative review.

Abstract

Negative work behavior (NWB) occurs with concerning frequency in virtual work environments. Despite their prevalence and a substantial, multidisciplinary research literature on virtual negative behaviors in general, we lack clear answers regarding if, how, and why conditions differentiating virtual (i.e., computer-mediated) from face-to-face (F2F) work impact perpetrators', victims', and bystanders' involvement in NWB. These questions remain because of an assumed isomorphism (i.e., identical form) within the literature on NWB in F2F and virtual work. We explain why we cannot assume that what is known about perpetrator engagement, victim experience, and bystander intervention from studying F2F NWB applies uniformly to virtual negative work behavior (VNWB). Specifically, we identify how eight conditions of the virtual workplace facilitate three psychological enablers (i.e., ambiguity, anonymity, and (un)accountability) of perpetrators', victims', and bystanders' involvement in VNWB. In doing so, this integrative conceptual review advances a coherent understanding of what is (un)known about VNWB, integrates fragmented theoretical literature, and guides practical intervention. Importantly, we identify limitations of existing research practices that threaten the validity and generalizability of empirical findings. If not addressed, these issues will continue to undermine theoretical development and empirical investigations of F2F NWB and VNWB. Finally, this review points to new areas of inquiry that will meaningfully advance the understanding of NWB in the modern, increasingly virtual workplace.

When time theft promotes performance: Measure development and validation of time theft motives.

“…Among the dimensions of time theft, taking unsanctioned breaks is considered noticeable (e.g., S. Kim, 2018;Phan & Beck, 2023), as supervisors and coworkers have direct opportunities to observe an employee's physical absence from the workspace. Similarly, spending time on nonwork tasks is susceptible to detection, especially in organizations equipped with monitoring systems (Harold et al, 2022;Keating et al, 2024). Therefore, these noticeable behaviors can be detrimental to maintaining a positive image, and employees driven by the impression management motive are unlikely to engage in them.…”