Unethical pro-organizational behavior in Hispanic American contexts: the role of organizational and interpersonal factors

Abstract

While much of the literature on unethical behavior focuses on self-serving misconduct, this study explores employees’ violations of social norms and/or ethical standards to benefit their organizations: unethical pro-organizational behavior (UPB). Given the unique socio-cultural and economic dynamics in Hispanic American contexts, this study examines how critical organizational, interpersonal, and cognitive factors contribute to UPB in this region. Drawing from social identity theory, social learning theory, social exchange theory, and social cognitive theory, we hypothesize that ethical culture, ethical leadership, leader-member exchange, organizational identification, moral disengagement, and ethical evaluation play significant roles in shaping employee behavior. Data collection proceeded through an online survey with 652 employees from various industries in Ecuador and Venezuela. Findings support most of the hypotheses, shedding light on the complex dynamics of UPB within Hispanic-American organizations. The study offers theoretical and practical insights for managing UPB in similar socio-cultural environments.