Sabotage Behavior Research Articles

Knowledge Sabotage Behavior: Examining Detrimental Dual-Mechanism of Amoral Leadership

The study aims to examine the detrimental effect of amoral leadership on subordinates’ knowledge sabotage behavior. Particularly, this study explains the detrimental dual-mechanism of such a relationship. Data collection was administered to 288 full-time academics working at universities in a region of Indonesia by utilizing structural equation modeling to analyze data. The study findings indicated that amoral leadership is an essential factor in driving subordinates’ knowledge sabotage behavior. Particularly, amoral leadership may create a subordinates’ moral deficit (manifested as a subordinates’ low moral identity), and increase subordinates’ norm violation acceptability, which in turn increases subordinates’ involvement in knowledge sabotage behavior.

Counter Productive Work Behaviour and Organizational Productivity of Selected Public Organizations in Cross River State: A Theoretical Review

The purpose of the study was to examine counter productive work behavior and organizational productivity in selected public organizations. A study of Calabar, Ugep and Ikom local government council in Cross River State. The specific objectives were to: examine the extent to which sabotage behavior can affect organizational productivity; examine how theft can affect organizational productivity; and to determine how withdrawal can affect organizational productivity. This study adopted theoretical review methods. Information was gathered using textbooks, journals, published and unpublished journals, libraries and internet applications. Based on the theoretical review, the following findings were revealed thus: there was a significant relationship between sabotage behavior and organizational productivity, there was a significant relationship between theft behavior and organizational productivity, and there was a significant relationship between withdrawal behavior and organizational productivity. In line with the findings, the study recommended that organizations should organise regular enlightenment programmes and formulate appropriate HR policies that would help reduce the level of counterproductive work behaviors among employees. Managers should endeavor to limit the effect and pervasiveness of detrimental behaviors.

Coworker Envy, Psychological Detachment and Service Sabotage Behavior: Evidence from Coastal Hotels

ABSTRACT Envy has garnered considerable attention in hospitality since emotions are crucial in understanding how individuals behave within an organization. However, research has failed to establish a link between envy and psychological detachment in coastline hotels. Our study investigates the effect of coworker envy on service sabotage through psychological detachment as a mediating factor and perceived employability and self-performance as moderators. Data were collected from 637 employees at three-star coastline hotels using a time-lagged approach. The SmartPLS results revealed that psychological detachment was partially mediated. Finally, employee performance strengthened the positive connection between psychological detachment and service sabotage conduct. Our study offers academics and hotel industry professionals significant insights into the coastal hotel sector.

How and when negative workplace gossip influences service sabotage behavior? A study among hotel frontline employees in China

Purpose Drawing upon the conservation of resources (COR) theory, this study aims to examine whether ego depletion mediates the relationship between negative workplace gossip and employees’ service sabotage behavior and whether psychological resilience moderates the relationship between negative workplace gossip and service sabotage behavior through the mediator of ego depletion among hotel frontline employees and their colleagues. Design/methodology/approach A paired sample was collected at three-time points from employees and their colleagues working in hotels in Guizhou province, China. The PROCESS macro for SPSS was applied to examine the moderated mediation model. Findings The results showed that negative workplace gossip has a positive effect on employee service sabotage behavior, and that ego depletion mediates the relationship between negative workplace gossip and employee service sabotage behavior. Psychological resilience weakens the relationship between negative workplace gossip and ego depletion, as well as the indirect effect of negative workplace gossip on employee service sabotage behavior through ego depletion. Originality/value The present research provides a thorough understanding of when and how negative workplace gossip influences employee service sabotage behavior in the hospitality industry. The findings of this moderated mediation relationship expanded the boundary conditions of negative workplace gossip and employee service sabotage behavior.

The impact of performance pressure on service sabotage behavior: Evidence from food delivery workers in China

Drawing on Conservation of Resources (COR) theory, this paper aims to investigate the impact of performance pressure on workers’ service sabotage behavior in the food delivery industry. Additionally, the study explores the mediating role of emotional exhaustion and the moderating roles of psychological capital and organizational support. Data from 339 workers across the two largest food delivery platforms in China were collected to validate the theoretical framework. The empirical results reveal a positive correlation between performance pressure and service sabotage behavior among food delivery workers, and emotional exhaustion was found to fully mediate the relationship. Psychological capital and perceived organizational support were identified as having negative moderating effects on the relationship between performance pressure and emotional exhaustion, respectively. Furthermore, the indirect relationship between performance pressure and service sabotage through emotional exhaustion was found more stronger when food delivery workers exhibit low levels of psychological capital and perceived organizational support. These findings emphasize the significance of addressing performance pressure in the management of delivery workers. The study advocates for the establishment of scientifically defined goals to mitigate the adverse effects on service employee behavior.

When the victims fight back: the influence of workplace ostracism on employee knowledge sabotage behavior

PurposeThis study aims to investigate the negative interpersonal antecedents, emotional mediators and boundary conditions of knowledge sabotage behavior.Design/methodology/approachThe authors collected data from 275 Chinese employees using convenience sampling and snowball sampling across three stages. Subsequently, the authors used both hierarchical regression and bootstrap methods to test the proposed hypotheses.FindingsThe results confirmed that workplace ostracism has positive effects on employee knowledge sabotage behavior both directly and via employee anger. In addition, the authors found that employee bottom-line mentality (BLM) moderates not only the direct effect of workplace ostracism on employee anger but also the indirect effect of employee anger in this context. Employee conscientiousness moderates only the direct effect of workplace ostracism on employee anger and does not moderate the indirect effect.Originality/valueTo the best of the authors’ knowledge, this study not only explores the influence of workplace ostracism on employee knowledge sabotage behavior for the first time but also elucidates the underlying emotional mechanisms (anger) and boundary conditions (employee BLM and conscientiousness) by which workplace ostracism influences employee knowledge sabotage behavior, thus deepening the understanding of how knowledge sabotage emerges in organizations.

The influence of supervisor bottom-line mentality on knowledge territorial behavior and knowledge sabotage behavior

PurposeBased on social cognitive theory, this study aims to explore the influence of supervisor bottom-line mentality (SBLM) on employee knowledge behavior (knowledge territorial behavior and knowledge sabotage behavior). The study first investigates the role of an ethical decision-making mechanism (moral disengagement) in mediating this relationship. In addition, it considers the possible boundary conditions to supplement research on the influence of SBLM in the knowledge management field.Design/methodology/approachThe authors collected 256 data points from employees across three stages using convenience sampling. The authors then tested the proposed hypothesis using hierarchical regression and bootstrap methods.FindingsThe results demonstrated that SBLM promotes employees’ moral disengagement, leading to more knowledge territorial behavior and knowledge sabotage behavior. Furthermore, high power distance orientation among employees exacerbates the ill effects of SBLM according to the first stage of a moderated mediation model. Employees with such an orientation are more likely to respond to a SBLM by exhibiting a higher level of moral disengagement, thus increasing their knowledge territorial behavior and knowledge sabotage behavior.Originality/valueResearch on the influence of SBLM in the knowledge management field is limited. This study not only clarifies the relationships between SBLM and two types of knowledge behavior (knowledge territorial behavior and knowledge sabotage behavior) but also enriches the research on the antecedents of these two types of knowledge behavior.

Relationship between Perceived Employability and Sabotage Behavior: Moderating Roles of Perceived Organizational Support and Procedural Justice

Relationship between Perceived Employability and Sabotage Behavior: Moderating Roles of Perceived Organizational Support and Procedural Justice

Understanding When and How Customer Mistreatment Inhibits Sabotage Behaviors but Increases Apology

Understanding When and How Customer Mistreatment Inhibits Sabotage Behaviors but Increases Apology

A Social Informational Processing Lens on Multi-Foci Mistreatment: Roles of Customer Orientation and Power Distance

Drawing on social information processing theory, this set of studies aims to examine hospitality frontline employees’ sabotage toward customers following workplace mistreatment, namely customer incivility and abusive supervision. In addition, employees’ power distance belief and customer orientation are identified as individual contingency factors that alter employees’ sabotage behavior following mistreatment. A multi-method approach with cross-sectional and experimental designs was adopted. In Study 1, 347 Chinese hospitality frontline employees provided survey data in a cross-sectional design. In Study 2, 191 U.S. hospitality frontline employees were recruited for a between-subjects scenario-based experiment. The findings reveal the complementary roles of customers and supervisors as informational sources that jointly determine employees’ sabotage behaviors. In addition, in line with social information processing theory, employees’ personal characteristics regarding the perception of informational sources (power distance belief and customer orientation) were found to significantly alter employees’ sabotage behavior derived from multi-foci workplace mistreatment.

Does performance appraisal legitimacy predict employee sabotage and innovative behaviors? The mediating role of performance appraisal satisfaction

This study examines whether three employee perceptions, namely perceived organizational justice (POJ), perceived leader-member exchange (LMX), and perceived ethical climate (EC), predict performance appraisal satisfaction (PAS). In turn, whether PAS influences two employee behaviors, namely innovative work behavior (IB) and employee sabotage behavior (SSB). Moreover, it examines the mediating effect of PAS in the relationships between employee perceptions (POJ, LMX, EC) and employee behaviors (SSB, IB). 600 questionnaires were distributed to frontline hotel employees from 5-star hotels in Egypt using a convenience sampling approach. The results revealed that POJ, LMX, and EC have a significant positive impact on PAS. Furthermore, PAS has a significant negative impact on SSB and a significant positive impact on IB. The study confirms the full mediating effect of PAS between POJ and SSB and LMX and SSB, and the partial mediating effect of PAS between POJ and IB, LMX and IB, and EC and IB. However, the current study found no evidence for the mediating effect of PAS on the relationships between EC and IB. The results of the current study demonstrate that, if hotel managers and owners would like to increase the innovative behaviors, and decrease the sabotage behaviors, of their employees, they need to ensure that PAs are perceived satisfactorily. The current study has made several novel contributions. It is one of the first studies to link EC to SSB and IB, and to connect POJ to IB, either directly or indirectly through PAS.

The Lifecycle of Affirmative Action Policies and its Effect on Effort and Sabotage Behavior

The Lifecycle of Affirmative Action Policies and its Effect on Effort and Sabotage Behavior

How organizational dehumanization impacts hospitality employees service recovery performance and sabotage behaviors: the role of psychological well-being and tenure

PurposeThe purpose of this study is to examine the mediating effect of psychological well-being between organizational dehumanization and two outcome variables: service recovery performance and service sabotage. This research also investigates whether organizational tenure moderates the relationship between organizational dehumanization and psychological well-being.Design/methodology/approachUsing survey methodology, 200 hotel frontline service employees (FLEs) in Turkey were sampled over two time points. Additionally, employees’ direct supervisors rated their service recovery performance. The partial least squares method, specifically SmartPLS 3.3.3, was used for data analysis.FindingsThe results indicate that organizational dehumanization negatively influences employees’ psychological well-being. However, organizational tenure moderates this relationship, in which organizational dehumanization has less of a negative effect on employees’ psychological well-being in those with longer tenure. Psychological well-being was found to mediate the relationship between organizational dehumanization and service recovery performance. Finally, psychological well-being mediates the relationship between organizational dehumanization and service sabotage.Practical implicationsManagers should consider the negative effect organizational dehumanization has on FLEs’ psychological well-being and aim to establish an organizational culture that values these employees as individuals and as invaluable resources for the organization. Further, this study has found that less tenured employees are less likely to have the psychological resources to cope with organizational dehumanization and are more susceptible to decreased productivity (i.e. service recovery performance) and engaging in counterproductive work behaviors (i.e. service sabotage) due to mistreatment in the workplace.Originality/valueThis study furthers our understanding of organizational dehumanization, an understudied concept in hospitality research, which influences employee outcomes. The findings of this study contribute to the advancement of the self-determination theory and how organizational dehumanization impacts psychological well-being. It also contributes to the conservation of resources theory and current literature on service recovery performance and service sabotage.

Antecedents and consequences of knowledge sabotage in the Turkish telecommunication and retail sectors

PurposeThis study aims to propose and test a model explicating the antecedents and consequences of knowledge sabotage.Design/methodology/approachData obtained from 330 employees working in the Turkish retail and telecommunication sectors were analyzed by means of the Partial Least Squares Structural Equation Modeling technique.FindingsCo-worker knowledge sabotage is the key factor driving knowledge sabotage behavior of individual employees, followed by co-worker incivility. Interactional justice suppresses individual knowledge sabotage, while supervisor incivility does not affect it. Co-worker knowledge sabotage reduces job satisfaction of other employees, which, in turn, triggers their voluntary turnover intention. Contrary to a popular belief that perpetrators generally benefit from their organizational misbehavior, the findings indicate that knowledge saboteurs suffer from the consequences of their action because they find it mentally difficult to stay in their current organization. Employees understate their own knowledge sabotage engagement and/or overstate that of others.Practical implicationsManagers should realize that interactional justice is an important mechanism that can thwart knowledge sabotage behavior, promote a civil organizational culture, develop proactive approaches to reduce co-worker incivility and strive towards a zero rate of knowledge sabotage incidents in their organizations. Co-worker incivility and co-worker knowledge sabotage in the workplace are possible inhibitors of intraorganizational knowledge flows and are starting points for job dissatisfaction, which may increase workers’ turnover intention.Originality/valueThis study is among the first to further our knowledge on the cognitive mechanisms linking interactional justice and uncivil organizational behavior with knowledge sabotage and employee outcomes.

Exploitative leadership and service sabotage

Drawing on the limited-strength model of self-regulation, we investigate how exploitative leadership can affect employees' service sabotage behavior. The findings from a sample of 264 supervisor–subordinate dyads indicate that exploitative leadership is indirectly related to employees' service sabotage through the experience of resource depletion. We also find that employees' neuroticism intensifies the direct effect of exploitative leadership on employees' depletion and the indirect effect of exploitative leadership on service sabotage through resource depletion. We also provide implications for theory and practice.

When observers of customer incivility revisit the restaurant: roles of relationship closeness and norms

PurposeConsiderable research has examined the negative consequences of customer incivility on employees (e.g. turnover intention and sabotage behavior toward the customer). However, there is scant research investigating how other customers, as observers, may react to incivility. This knowledge gap should be filled because hospitality services are often consumed in the public setting where customers can observe and be influenced by each other. The purpose of this study is to fill this gap by examining observing customers’ willingness to revisit the company following customer incivility.Design/methodology/approachParticipants are American consumers recruited from a crowdsourced online panel. Two scenario-based experimental studies in the restaurant setting are conducted. Customer incivility and relationship norms (communal versus exchange) are manipulated, while relationship closeness is measured.FindingsStudy 1 shows that following fellow customer incivility (vs civility), observing customers’ intention to revisit the company was lower when they perceive a distant relationship with the employee. This intention did not differ regardless of incivility and civility when they perceive a close relationship with the employee. Study 2 shows that when observing customers perceive a communal relationship with the employee, their revisit intention was even higher following customer incivility (vs civility).Practical implicationsHospitality managers need to train employees to identify signs of customer incivility and assume appropriate actions to reduce the negative consequences on observers. Hospitality managers should also communicate their expectations for respectful customer behaviors through an organization-wide campaign. Finally, hospitality businesses should foster a close relationship with their customers, particularly a communal relationship to offset the negative consequences of customer incivility on observers.Originality/valueThis study adds to previous research by challenging the universally negative view of customer incivility. The authors do so by examining the moderating effects of relationship closeness and norms in observer reactions to customer incivility. This study contributes to previous research drawing on script theory and deontic justice theory.

Beyond the bend: The curvilinear effect of challenge stressors on work attitudes and behaviors

The purpose of this study is to investigate the curvilinear relationships between challenge stressors, service-oriented OCB, and service sabotage behavior. We further predicted that job satisfaction will nonlinearly mediate, and psychological capital will moderate, these relationships. Using a three-wave design, data was collected from 320 Thai hotel employees. Consistent with our prediction, challenge stressors had an inverted U-shaped relationship with service-oriented OCB and a U-shaped relationship with service sabotage behavior. Furthermore, job satisfaction nonlinearly mediated these relationships. Additionally, when psychological capital was low (versus high), the curvilinear relationships were more pronounced. The findings enhance the current understanding of the conditions under which different levels of challenge stressors bolster or hinder work behaviors. Theoretical and practical implications are discussed. Limitations and avenues for further research are outlined.

Will catering employees’ job dissatisfaction lead to brand sabotage behavior? A study based on conservation of resources and complexity theories

PurposeIntegrating conservation of resources (COR) and complexity theories, this study aims to develop and assess a research model of the relationship between job dissatisfaction and brand sabotage behavior (BSB) based on the moderating mechanism of psychological resources (i.e. brand-based role identity and relational energy). The interdependence between these influencing factors is analyzed from the perspective of social science holism.Design/methodology/approachA total of 381 valid questionnaires were collected from frontliners serving in full-service restaurants in Guangzhou, China. Regression analysis was used to test the research hypotheses and combined with fuzzy-set qualitative comparative analysis to identify the complex triggering mechanism of BSB.FindingsJob dissatisfaction is positively related to BSB, brand-based role identity internalization and relational energy weaken this effect, whereas brand-based role identity compliance strengthens it. Qualitative comparative analysis shows that a single condition does not constitute a necessary condition for BSB. The interdependence of job dissatisfaction and employee psychological resources forms multiple asymmetric paths that trigger high and low BSB.Practical implicationsThe findings can be used by catering organizations as guidelines for conducting training for brand internalization, formulating strategies to avoid BSB among employees and strengthening brand building.Originality/valueThis study is the first to integrate COR and complexity theories to comprehensively analyze how BSB is formed among dissatisfied employees. The authors advance theory by distinguishing the role of brand psychological resources (i.e. brand-based role identity) and psychological resources obtained from the environment (i.e. relational energy) in stimulating or buffering dissatisfied employees to engage in BSB.

How Gig Worker Responds to Negative Customer Treatment: The Effects of Work Meaningfulness and Traits of Psychological Resilience.

The negative interpersonal interaction between customers and platform gig workers has become a problem for platform owners and government. This study investigates the role of negative customer treatment in the context of gig work and its impact on gig workers’ sabotage behavior. A questionnaire survey approach was used in the study, collected three-wave survey data from 258 Chinese gig workers including food-deliver platform workers and app-based ride-hailing drivers. Both effects of the mediation and moderation were tested, all of which find support, using hierarchical multiple regression by SPSS22.0. Results indicate that negative customer treatment can also predict gig workers’ service sabotage through work meaningfulness. Furthermore, positive customer treatment acted as an effective safeguard against the effects of negative customer treatment on employee service sabotage. Trait psychological resilience can also mitigate the effects of a low level of work meaningfulness. The manuscript’s focus provides an interesting angle to the previous research, especially the inclusion of work meaningfulness and trait resilience, on negative customer treatment in the context of gig work. This study contributes to further broaden the perspective of conservation of resource (COR) theory for individual intrinsic motivation analysis. Practical implications for platform management and government governance have also been discussed in this manuscript.

The ugly side of job rotation

Abstract This study would examine the effect of job rotation on two common forms of hindrance stressors witnessed among tourism and hospitality employees namely role ambiguity and role conflict of employees on employees in hotel. Besides, this study will examine the impact of the mentioned hindrance stressors on several negative outcomes such as job-related anxiety, anger and sabotage behavior. Moreover, this inquiry further examined the mediation effect of hindrances stressor the relationship between job rotation and anger, job-related anxiety and sabotage behaviors. By applying judgmental sampling technique, data were collected from 193 frontline employees working in 17 five and four-star hotels in Tehran. The relationship between study constructs were tested through structural equation modeling. The findings of the study revealed that hindrance stressors mediate the relationship between job rotation, anger, anxiety and service sabotage.