Abstract
Scholars over the past two decades have shed significant light on employee pro-social rule-breaking behaviors. Yet, the organizational and contextual variables and their influence on these behavior...
Highlights
Organizational rules direct employee behaviors and actions towards organizational goals (Brower & Abolafia, 1997) and rule following is considered essential for organizational sustainability (Vardi & Weitz, 2016)
Common method variance Common method variance (CMV) is likely as data were collected from a single source
The test using all the items of the five variables in our study revealed that the first emerging factor accounted only for 21.8% (
Summary
Organizational rules direct employee behaviors and actions towards organizational goals (Brower & Abolafia, 1997) and rule following is considered essential for organizational sustainability (Vardi & Weitz, 2016). Rules hinder organizational effectiveness in some contexts as they fail to deliver desirable stakeholder outcomes (Vardaman et al, 2014). Rules by nature are inflexible, and as a result, employees sometimes deviate from formal rules to meet situational demands and to safeguard customer, co-worker, and organizational interests. Many researchers suggest that PSRB is universal and needs to be appreciated in organizations (Morrison, 2006; Vardaman et al, 2014). Managers with their limited understanding, attribute PSRB to employee dispositional influences rather than to situational factors and typically slot PSRB with destructive employee deviance (Dahling et al, 2012). Organizational factors like structure and social support can be anticipated to activate PSRB and putting the blame squarely on employees alone is a flawed approach
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