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Managerial Pro-Social Rule Breaking in the Chinese Organizational Context: Conceptualization, Scale Development, and Double-Edged Sword Effect on Employees’ Sustainable Organizational Identification

1
College of Humanities and Law, Taiyuan University of Technology, Taiyuan 030024, China
2
School of Economics and Management, Taiyuan University of Technology, Taiyuan 030024, China
3
Department of International Trade, Inha University, Incheon 402-751, Korea
*
Author to whom correspondence should be addressed.
Sustainability 2020, 12(17), 6786; https://doi.org/10.3390/su12176786
Received: 19 July 2020 / Revised: 8 August 2020 / Accepted: 18 August 2020 / Published: 21 August 2020
Managerial Pro-Social Rule Breaking (MPSRB) is a prevalent leadership behavior in China, characterized by conflict between favor and rule. Despite emerging interest in this behavior, two theoretical questions remain unsolved. First, its definition, dimensions, and measurement in the Chinese context are still lacking or improper; second, its double-edged sword effect on employees’ attitude is rarely empirically examined. This paper conducts three studies to solve these questions. In study 1, based on an analysis of the Chinese traditional culture, three dimensions of MPSRB (i.e., benevolence-based, pragmatic-based, and justice-based) were identified. In study 2, a scale of MPSRB containing 12 items was developed through an interview, preliminary, and formal questionnaire survey. In study 3, employees’ sustainable organizational identification perception (SOIDP) was studied as the dependent variable, to analyze and verify the double-edged sword effect of MPSRB by hierarchical regression and structural equation modeling (SEM) methods on the data gathered through the three stages from 380 employees. The results show that the three dimensions of MPSRB have a direct positive impact on employees’ SOIDP and, simultaneously, they have an indirect negative impact through the mediating role of procedural justice perception. View Full-Text
Keywords: managerial pro-social rule breaking; scale development; double-edged sword effect; sustainable organizational identification; procedure justice managerial pro-social rule breaking; scale development; double-edged sword effect; sustainable organizational identification; procedure justice
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Lv, Y.; Liu, X.; Li, G.; Choi, Y. Managerial Pro-Social Rule Breaking in the Chinese Organizational Context: Conceptualization, Scale Development, and Double-Edged Sword Effect on Employees’ Sustainable Organizational Identification. Sustainability 2020, 12, 6786.

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