Examining the Effects of Team Cheating Configurations

Abstract

Unethical behavior remains a persistent issue in groups and teams. To model unethical behavior at the team level, scholars tend to rely on consensus-based theorizing and methodology that emphasizes homogeneity in underlying member behavior. In this paper, we depart from this approach to introduce the concept of team cheating configurations, which take into account differentiation in the arrangement and level of individual member cheating behavior. Combining ethics research with principles of team emergent phenomenon, we first build theory around two specific forms of team cheating configuration: “bad apple” and fragmented. In turn, integrating social impact theory (Latané, 1981), we propose that these configurations are differentially associated with team relationship conflict and team creative performance; effects moderated by peer-based rational control. We tested our model using a sample of 522 employees of 94 teams across a dozen different industries. Our study advances research on unethical behavior in teams by developing theory and practical guidance for contexts where dispersion—as opposed to consensus—in member unethical behavior is present.