Abstract
Prior studies on employee-organization relationships (EORs) have focused on its positive aspects. Though many qualitative studies have discussed the potential negative effects in the last few years, limited empirical research to date has examined the dark side of EORs. In the present study, we explore the relationship between EORs and employees unethical pro- organizational behavior (UPB). Based on a study of 256 employees and 73 middle level managers in 26 Chinese organizations, we find that mutual-investment and over- investment EOR approaches affect employees propensity to engage in UPB more strongly than under-investment or quasi- spot contract EORs. Further, the results show that social exchange mediates the positive relationship between the mutual-investment and over-investment EORs and UPB. Organizational identification mediates the positive relationship between the mutual-investment EORs and UPB. The theoretical and managerial implications are discussed.
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