References
- Aiken, M., & Hage, J. (1968). Organizational interdependence and intra-organizational structure. American Sociological Review, 912-930 912-930 33. doi:doi.10.2307/2092683. 6 912
- Ali, A., & Ratwani, B. (2017). Customers’ satisfaction in Indian banks: Problems and solutions. International Journal of Economic Research, 14(9), 69–17.
- Allison, L., Flaherty, K. E., Jung, J. H., & Washburn, I. (2016). Salesperson brand attachment: A job demands-resources theory perspective. Journal of Personal Selling & Sales Management, 36(1), 3–18. https://doi.org/10.1080/08853134.2016.1141505
- Ambrose, M. L., Sheridan, S., & Schminke, M. (2016). High performance work systems and abusive supervision. In N. M. Ashkanasy, R. J. Bennett, & M. M. Martinko (Eds.), Understanding the high performance workplace: The line between motivation and abuse (pp. 277–300). Routledge Psychology Press.
- Andrews, R., Boyne, G. A., Law, J., & Walker, R. M. (2007). Centralization, organizational strategy, and public service performance. Journal of Public Administration Research and Theory, 19(1), 57–80. https://doi.org/10.1093/jopart/mum039
- Asadullah, M. A., Fayyaz, I., & Amin, R. (2019). Spirituality, moral conviction, and prosocial rule-breaking in healthcare. Revista de Administração de Empresas, 59(1), 3–15. https://doi.org/10.1590/s0034-759020190102
- Bennett, R. J. (1998a). Perceived powerlessness as a cause of employee deviance. In R. W. Griffin, A. O’Leary-Kelly, & J. M. Collins (Eds.), Dysfunctional workplace behavior (pp. 221–239). JAI Press.
- Bennett, R. J. (1998b). Taking the sting out of the whip: Reactions to consistent punishment for unethical behavior. Journal of Experimented Psychology, 4, 248–262.
- Blau, P. (1964). Power and exchange in social life. John Wiley & Sons.
- Borry, E. L., DeHart‐Davis, L., Kaufmann, W., Merritt, C. C., Mohr, Z., & Tummers, L. (2018). Formalization and consistency heighten organizational rule following: Experimental and survey evidence. Public Administration, 96(2), 368–385. https://doi.org/10.1111/padm.12407
- Borry, E. L., & Henderson, A. C. (2020). Patients, protocols, and prosocial behavior: Rule breaking in frontline health care. The American Review of Public Administration, 50(1), 45–61. https://doi.org/10.1177/0275074019862680
- Bowling, N. A., & Gruys, M. L. (2010). Overlooked issues in the conceptualization and measurement of counterproductive work behavior. Human Resource Management Review, 20(1), 54–61. https://doi.org/10.1016/j.hrmr.2009.03.008
- Bozeman, B., & Feeney, M. (2011). Rules and red tape: Red tape research as a prism for public administration theory and research. ME Sharpe. Inc.
- Brehm, J. W. (1966). A theory of psychological reactance. Academic Press.
- Brehm, J. W. (1993). Control, its loss, and psychological reactance. In G. Weary, F. Gleicher, & K. L. Marsh (Eds.), Control motivation and social cognition (pp. 3–30). Springer.
- Brehm, J. W., Wright, R. A., Solomon, S., Silka, L., & Greenberg, J. (1983). Perceived difficulty, energization, and the magnitude of goal valence. Journal of Experimental Social Psychology, 19(1), 21–48. https://doi.org/10.1016/0022-1031(83)90003-3
- Breslin, D., & Wood, G. (2016). Rule breaking in social care: Hierarchy, contentiousness and informal rules. Work, Employment and Society, 30(5), 750–765. https://doi.org/10.1177/0950017015595956
- Brower, R. S., & Abolafia, M. Y. (1997). Bureaucratic politics: The view from below. Journal of Public Administration Research and Theory, 7(2), 305–331. https://doi.org/10.1093/oxfordjournals.jpart.a024350
- Browning, V. (2008). An exploratory study into deviant behaviour in the service encounter: How and why front-line employees engage in deviant behaviour. Journal of Management & Organization, 14(4),451-471. doi:doi.10.5172/jmo.837.14.4.451.
- Bryant, P. C., Davis, C. A., Hancock, J. I., & Vardaman, J. M. (2010). When rule makers become rule breakers: Employee level outcomes of managerial pro-social rule breaking. Employee Responsibilities and Rights Journal, 22(2), 101–112. https://doi.org/10.1007/s10672-009-9114-6
- Cha, J., & Borchgrevink, C. P. (2018). Leader–member exchange (LMX) and frontline employees’ service-oriented organizational citizenship behavior in the foodservice context: Exploring the moderating role of work status. International Journal of Hospitality & Tourism Administration, 19(3), 233–258. https://doi.org/10.1080/15256480.2017.1324337
- Chiaburu, D. S., Van Dam, K., & Hutchins, H. M. (2010). Social support in the workplace and training transfer: A longitudinal analysis. International Journal of Selection and Assessment, 18(2), 187–200. https://doi.org/10.1111/j.1468-2389.2010.00500.x
- Chung, B. G., & Schneider, B. (2002). Serving multiple masters: Role conflict experienced by service employees. Journal of Services Marketing, 16(1), 70–87. https://doi.org/10.1108/08876040210419424
- Cochran, W. G. (1977). Sampling Techniques. John Wiley and Sons.
- Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602
- Dahling, J. J., Chau, S. L., Mayer, D. M., & Gregory, J. B. (2012). Breaking rules for the right reasons? An investigation of pro‐social rule breaking. Journal of Organizational Behavior, 33(1), 21–42. https://doi.org/10.1002/job.730
- Deckop, J. R., Mangel, R., & Cirka, C. C. (1999). Getting more than you pay for: Organizational citizenship behavior and pay-for-performance plans. Academy of Management Journal, 42(4), 420–442.
- DeHart-Davis, L. (2007). Green tape: A theory of effective organizational rules. Journal of Public Administration Research and Theory, 19(2), 361–384. https://doi.org/10.1093/jopart/mun004
- Dewar, R. D., Whetten, D. A., & Boje, D. (1980). An examination of the reliability and validity of the Aiken and Hage scales of centralization, formalization, and task routineness. Administrative Science Quarterly, 25(1), 120–128. https://doi.org/10.2307/2392230
- Edmondson, D. R., & Boyer, S. L. (2013). The moderating effect of the boundary spanning role on perceived supervisory support: A meta-analytic review. Journal of Business Research, 66(11), 2186–2192. https://doi.org/10.1016/j.jbusres.2012.01.010
- Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention.. Journal of Applied Psychology, 87(3),565-573. doi:10.1037/0021-9010.87.3.565
- Eisenhardt, K. M. (1989). Agency theory: An assessment and review. Academy of Management Review, 14(1), 57–74. https://doi.org/10.5465/amr.1989.4279003
- Fleming, C. J. (2019). Prosocial rule breaking at the street level: The roles of leaders, peers, and bureaucracy. Public Management Review, 22(8), 1191-1216. https://doi.org/10.1080/14719037.2019.1619817
- Flynn, F. J. (2003). How much should I give and how often? The effects of generosity and frequency of favor exchange on social status and productivity. Academy of Management Journal, 46(5), 539–553. http:// doi.org/10.5465/30040648
- Fujii, H., Managi, S., & Matousek, R. (2014). Indian bank efficiency and productivity changes with unde sirable outputs: A disaggregated approach. Journal of Banking and Finance, 38, 41–50. https://doi.org/10.1016/j.jbankfin.2013.09.022
- Galbraith, J. R. (1983). Strategy and organization planning. Human Resource Management, 22(1‐2), 63–77. https://doi.org/10.1002/hrm.3930220110
- Granovetter, M. (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91(3), 481–510. https://doi.org/10.1086/228311
- Greenberg, J. (1997a). A social influence model of employee theft: Beyond the fraud triangle. In R. J. Lewicki, R. J. Bies, & B. H. Sheppard (Eds.), Vol. 6. In research on negotiations in organizations (pp. 29–51). JAI.
- Greenberg, J. (1997b). The STEAL motive: Managing the social determinants of employee theft. In R. A. Giacalone & J. Greenberg (Eds.), Antisocial behavior in organisations (pp. 85–108). Sage.
- Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a t heory. Organizational Behavior and Human Performance, 16(2), 250–279. https://doi.org/10.1016/0030-5073(76)90016-7
- Hage, J., & Aiken, M. (1967). Relationship of centralization to other structural properties. Administrative Science Quarterly,12(1), 72-92. doi:10.2307/2391213. 1 12
- Hoffman, E. A. (2008). ‘Revenge’ and ‘Rescue:’ Workplace deviance in the taxicab industry. Sociological Inquiry, 78(3), 270–289. https://doi.org/10.1111/j.1475-682X.2008.00240.x
- Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007). Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology, 92(5), 1332–1356. https://doi.org/10.1037/0021-9010.92.5.1332
- Jimenez, B. S. (2017). The effects of hierarchy, centralization and formalization on municipal fiscal health: An empirical test of the bureaucratic ideal. Public Administration, 95(3), 791–806. https://doi.org/10.1111/padm.12327
- Johanim, J. (2010). The structural relationships between organizational structure, job characteristics, work involvement, and job performance among public servants [Doctoral dissertation]. Universiti Utara Malaysia.
- Johari, J., & Yahya, K. K. (2018). Organizational structure, work involvement, and job performance of public servants. International Journal of Public Administration, 42(8), 654–663. https://doi.org/10.1080/01900692.2018.1498106
- Kahari, W. I., Mildred, K., & Micheal, N. (2017). The contribution of work characteristics and risk propensity in explaining pro-social rule breaking among teachers in Wakiso District, Uganda. SA Journal of Industrial Psychology, 43(1), 1–11. https://doi.org/10.4102/sajip.v43i0.1368
- Karasek, R. A., Theorell, T. (1990). Healthy work: Stress, Productivity, and the Reconstruction of working Life. New York: Basic Books.
- Kelly, K., 2017. Review of existing models for formal structures in relation to innovation. Proceedings of the International Annual Conference of the American Society for Engineering Management. (pp. 1–6). American Society for Engineering Management.Huntsville.
- Klaas, B. S., Semadeni, M., Klimchak, M., & Ward, A. K. (2012). High‐performance work system implementation in small and medium enterprises: A knowledge‐creation perspective. Human Resource Management, 51(4), 487–510. https://doi.org/10.1002/hrm.21485
- Lawler, E. E., III. (1992). The ultimate advantage: Creating the high-involvement organization, San Francisco CA(USA) Jossey-Bass Pubs.
- Lawrence, T. B., & Robinson, S. L. (2007). Ain’t misbehaving: Workplace deviance as organizational resistance. Journal of Management, 33(3), 378–394. https://doi.org/10.1177/0149206307300816
- Leblanc, M., & Kelloway, K. (2002). Predictors and outcomes of workplace violence and aggression. Journal of Applied Psychology, 83(3), 444–453. https://doi.org/10.1037/0021-9010.87.3.444
- Leo, C., & Russell-Bennett, R. (2014). Developing a multidimensional scale of customer- oriented deviance (COD). Journal of Business Research, 67(6), 1218–1225. https://doi.org/10.1016/j.jbusres.2013.04.009
- Levine, J. M., & Moreland, R. L. Eds. (2006). Small groups:key readings. Psychology Press.
- Li, Y., Li, D., & Li, N. (2019). Sustainable influence of manager’s pro-social rule-breaking behaviors on employees’ performance. Sustainability, 11(20), 5625. https://doi.org/10.3390/su11205625
- Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader-member exchange theory: The resources management, Vol. 15. JAI.
- Liu, T., Liu, C. E., & Zhou, E. (2019). Influence of organizational citizenship behavior on prosocial rule breaking: Moral licensing perspective. Social Behavior and Personality: An International Journal, 47(6), 1–9. https://doi.org/10.2224/sbp.8079.
- Marasi, S., Bennett, R. J., & Budden, H. (2018). The structure of an organization: Does it influence workplace deviance and its’ dimensions? And to what extent? Journal of Managerial Issues, 30(1), 8-27.
- Masterson, S. S. (2001). A trickle-down model of organizational justice: Relating employees’ and customers’ perceptions of and reactions to fairness. Journal of Applied Psychology, 86(4), 594. https://doi.org/10.1037/0021-9010.86.4.594
- Masterson, S. S., Lewis, K., Goldman, B. M., & Taylor, M. S. (2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships. Academy of Management Journal, 43(4), 738–748. https://doi.org/10.5465/1556364.
- Mayer, D. M., Caldwell, J., Ford, R. C., Uhl-Bien, M., & Gresock, A. R. (2007). Should I serve my customer or my supervisor? A relational perspective on pro-social rule breaking. 67th Annual Meeting of the Academy of Management, Philadelphia, PA.
- Maynard-Moody, S. W., Musheno, M., & Musheno, M. C. (2003). Cops, teachers, counselors: Stories from the front lines of public service. University of Michigan Press.
- Meyer, R. D., & Dalai, R. S. (2009). Situational strength as a means of conceptualizing context. Industrial and Organizational Psychology, 2(1), 99–102. https://doi.org/10.1111/j.1754-9434.2008.01114.x
- Mischel, W. (1977). The interaction of person and situation. In Magnusson, D., & Endler N. S. (Eds.), Personality at the Hillsdale (pp. 333–352). NJ: Erlbaum.
- Morrison, E. W. (2006). Doing the job well: An investigation of pro-social rule breaking. Journal of Management, 32(1), 5–28. https://doi.org/10.1177/0149206305277790
- Nelson-Horchler, K. (1991, February 18). The magic of herman miller. Industry Week, 11–12, 14, 17, Endeavor Business Media, USA.
- Oldham, G. R., & Hackman, J. R. (2010). Not what it was and not what it will be: The future of job design research. Journal of Organizational Behavior, 31(2–3), 463–479. https://doi.org/10.1002/job.678
- Organ, D. W., & Greene, C. N. (1981). The effects of formalization on professional involvement: A compensatory process approach. Administrative Science Quarterly, 26(2), 237–252. https://doi.org/10.2307/2392471
- Osgood, D. W., Wilson, J. K., O’Malley, P. M., Bachman, J. G., & Johnston, L. D. (1996). Routine activities and individual deviant behaviors. American Sociological Review, 61(4), 635–655. https://doi.org/10.2307/2096397
- Pandey, S. K., & Welch, E. W. (2005). Beyond stereotypes: A multistage model of managerial perceptions of red tape. Administration & Society, 37(5), 542–575. https://doi.org/10.1177/0095399705278594
- Peterson, D. K. (2002). Deviant workplace behavior and the organization’s ethical climate. Journal of Business and Psychology, 17(1), 47–61. https://doi.org/10.1023/A:1016296116093
- Piatak, J., & Mohr, Z. (2019). More gender bias in academia? Examining the influence of gender and formalization on student worker rule following. Journal of Behavioral Public Administration, 2(2). https://doi.org/10.30636/jbpa.22.76
- Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879. https://doi.org/10.1037/0021-9010.88.5.879
- Preshita, N. T., & Pramod, P. (2014). A comparative study of occupational stress among public and private sector bank employees of India: A research review. IJABER, 12, 831–841.
- Pugh, D. S. (1966). Modern organization theory: A psychological and sociological study. Psychological Bulletin, 66(4), 235. https://doi.org/10.1037/h0023853
- Pugh, D. S., Hickson, D. J., & Hinings, C. R. (1969). An empirical taxonomy of structures of work organizations. Administrative Science Quarterly, 14(1), 115–126. https://doi.org/10.2307/2391367
- Pulich, M., & Tourigny, L. (2004). Workplace deviance: Strategies for modifying employee behavior. The Health Care Manager, 23(4), 290–301. https://doi.org/10.1097/00126450-200410000-00002
- Raelin, J. A. (1994). Three scales of professional deviance within organizations. Journal of Organizational Behavior, 15(6), 483–501. https://doi.org/10.1002/job.4030150602
- Sims, R. L. (2010). A study of deviance as a retaliatory response to organizational power. Journal of Business Ethics, 92(4), 553–563. https://doi.org/10.1007/s10551-009-0172-3
- Spreitzer, G. M., & Quinn, R. E. (1996). Empowering middle managers to be transformational leaders. The Journal of Applied Behavioral Science, 32(3), 237–261. https://doi.org/10.1177/0021886396323001
- Tu, C. K., & Luo, B. (2020). Paternalistic leadership and pro-social rule breaking: The moderating roles of psychological empowerment and leader-member exchange. Human Systems Management, 39(1), 93–103. https://doi.org/10.3233/HSM-190531
- Vardaman, J. M., Gondo, M. B., & Allen, D. G. (2014). Ethical climate and pro-social rule breaking in the workplace. Human Resource Management Review, 24(1), 108–118. https://doi.org/10.1016/j.hrmr.2012.05.001
- Vardi, Y., & Weitz, E. (2016). Misbehavior in organizations: A dynamic approach. Routledge.
- Walker, R. M., & Enticott, G. (2004). Exploring variations in management reform values and actions: An empirical analysis. Journal of Public Administration, Research and Theory, 14(3), 417–434. https://doi.org/10.1093/jopart/muh022
- Youli, H., Xixi, L. U., & Xi, W. A. N. G. (2014). The effects of transformational leadership on employee’s pro-social rule breaking. Canadian Social Science, 10(1), 128. http://dx.doi.org/10.3968/j.css.1923669720141001.4286.
- Zeng, X. (2018). Development of framework linking organizational virtuousness and pro-social rule breaking: From the perspective of social information processing. Open Journal of Social Sciences, 6(6), 80. https://doi.org/10.4236/jss.2018.66008
- Zhang, C., & Xiao, X. (2020). Review of the influencing factors of unethical pro-organizational behavior. Journal of Human Resource and Sustainability Studies, 8(1), 35. https://doi.org/10.4236/jhrss.2020.81003
- Zhao, Y., Yan, L., & Keh, H. T. (2018). The effects of employee behaviors on customer participation in the service encounter: The mediating role of customer emotions. European Journal of Marketing, 52(5/6), 1203–1222. https://doi.org/10.1108/EJM-10-2016-0559
- Zhong, J., Ding, Y., Zhang, Z., & Ye, Y. (2019). The effect of ethical leadership on pro-social rule breaking: Linear or curvilinear? In XVI European congress of psychology (pp. 1617).
- Zhu, J., Xu, S., Ouyang, K., Herst, D., & Farndale, E. (2018). Ethical leadership and employee pro-social rule-breaking behavior in China. Asian Business & Management, 17(1), 59–81. https://doi.org/10.1057/s41291-018-0031-0
- Zimmerman, J. (2001). The effects of bureaucratization on corruption, deviant and unethical behavior in organizations. Journal of Managerial Issues, 13(1), 119–128. https://www.jstor.org/stable/40604337.