The suspension of morality in organisations: Conceptualising organisational moral disengagement and testing its role in relation to unethical behaviours and silence
Roberta Fida; Irene Skovgaard‐Smith; Claudio Barbaranelli; Marinella Paciello; Rosalind Searle; Ivan Marzocchi; Matteo Ronchetti · 2024 · Human Relations
WASTE classifies this as Negative / Null Result Report · AI classification, approximate
The study found no significant effect — useful as a negative control or null benchmark for your own design.
Abstract
While considerable attention has been devoted to understanding how individual characteristics influence unethical actions, far less research has examined the role of social and organisational processes. We introduce the concept of organisational moral disengagement (OrgMD), drawing on Bandura’s moral agency theory, to explain how unethicality may be fostered in organisations. OrgMD is a multilevel construct, capturing perceptions of the mechanisms through which morality can be suspended in an organisation allowing unethical practices to flourish. Using four empirical studies, we validated OrgM
Abstract by Roberta Fida; Irene Skovgaard‐Smith; Claudio Barbaranelli; Marinella Paciello; Rosalind Searle; Ivan Marzocchi; Matteo Ronchetti, Human Relations (2024) — licensed CC BY 4.0.
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Metadata source: OpenAlex · DOI 10.1177/00187267241300866