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Article Dans Une Revue Business Ethics Quarterly Année : 2022

When Managers Become Robin Hoods: A Mixed Method Investigation

Russell Cropanzano
  • Fonction : Auteur
Daniel P. Skarlicki
  • Fonction : Auteur
Marion Fortin
  • Fonction : Auteur
Phoenix van Wagoner
  • Fonction : Auteur
Ksenia Keplinger
  • Fonction : Auteur

Résumé

When subordinates have suffered an unfairness, managers sometimes try to compensate them by allocating something extra that belongs to the organization. These reactions, which we label as managerial Robin Hood behaviors, are undertaken without the consent of senior leadership. In four studies, we present and test a theory of managerial Robin Hoodism. In study 1, we found that managers themselves reported engaging in Robin Hoodism for various reasons, including a moral concern with restoring justice. Study 2 results suggested that managerial Robin Hoodism is more likely to occur when the justice violations involve distributive and interpersonal justice rather than procedural justice violations. In studies 3 and 4, when moral identity (trait or primed) was low, both distributive and interpersonal justice violations showed similar relationships to managerial Robin Hoodism. However, when moral identity was high, interpersonal justice violations showed a strong relationship to managerial Robin Hoodism regardless of the level of distributive justice.
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Dates et versions

hal-04325535 , version 1 (06-12-2023)

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  • HAL Id : hal-04325535 , version 1

Citer

Russell Cropanzano, Daniel P. Skarlicki, Thierry Nadisic, Marion Fortin, Phoenix van Wagoner, et al.. When Managers Become Robin Hoods: A Mixed Method Investigation. Business Ethics Quarterly, 2022, 32 (2), 209-242 p. ⟨hal-04325535⟩

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