Abstract
The existing body of research on “organizational citizenship behavior” (OCB) predominantly emphasizes its positive outcomes. However, individuals who actively engage in organization-oriented OCB to support the organization's effectiveness may occasionally exhibit “unethical pro-organizational behavior” (UPB) based on strong organizational identification and positive social exchanges. Drawing upon “Social Identity Theory” (SIT) and “Social Exchange Theory” (SET), this study presents a mediated model to deepen our understanding of UPB as a potential negative consequence of OCB, mediated by social exchange (SE). Survey data was collected from 303 managerial-level workforces employed in the Banking Sector of Pakistan. The empirical analysis provides robust evidence supporting the direct link between OCB and UPB, as well as the mediating role of SE between OCB and UPB. Both theoretical as well as managerial implications are comprehensively deliberated in the end.
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