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The effect of cultural values on the strength of the relationship between interpersonal and organizational workplace deviance

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  • Mackey, Jeremy D.

Abstract

Business research has generated an incomplete understanding of how the strength of the relationship between interpersonal and organizational workplace deviance varies across contexts. In this study, I explain that inconsistent results likely exist across study contexts due to country-level differences in cultural values that alter the strength of the relationship between interpersonal and organizational deviance. I use social exchange theory to explain why interpersonal and organizational deviance are distinct. Then, I use institutional anomie theory to explain that country-level social institutions alter the strength of the relationship between interpersonal and organizational deviance. Finally, I aggregate findings from 133 independent samples of primary data (k = 133, N = 34,746) so I can use meta-analysis to examine cultural values as moderators of this relationship. My findings demonstrate that cultural values provide a powerful explanation for how the strength of the relationship between interpersonal and organizational deviance differs so substantially across contexts.

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  • Mackey, Jeremy D., 2022. "The effect of cultural values on the strength of the relationship between interpersonal and organizational workplace deviance," Journal of Business Research, Elsevier, vol. 149(C), pages 760-771.
    • Handle: RePEc:eee:jbrese:v:149:y:2022:i:c:p:760-771
    DOI: 10.1016/j.jbusres.2022.05.072
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    1. Alexander, Katherine C. & Mackey, Jeremy D. & Maher, Liam P. & McAllister, Charn P. & Ellen, B. Parker, 2024. "An implicit leadership theory examination of cultural values as moderators of the relationship between destructive leadership and followers’ task performance," International Business Review, Elsevier, vol. 33(3).

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