Abstract
This study develops and tests theory for organizational shaming, defined as a collective process of social disapproval that publicly punishes a norm violation. Prior research on shame in organizations has predominantly emphasized the negative effects of this discrete emotional experience for the violator, with little attention to shaming, as an interpersonal process involving multiple parties, including organizational observers. Meanwhile shaming is on the rise in the modern workplace, facilitated by surveillance systems, social media, and the Zoomification of work, suggesting a need to understand how and when this unique form of punishment is functional and dysfunctional to organizational outcomes. Drawing on retributive justice theory and integrating a two-wave survey study with qualitative interviews, we illustrate the specific conditions when witnessing a shaming punishment can enhance commitment and compliance for organizational members.
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