Identity threat and antisocial behavior in organizations: The moderating effects of individual differences,aggressive modeling,and hierarchical status |
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| Affiliation: | 1. Department of Management, Whitman School of Management, Syracuse University, Syracuse, NY 13244, United States of America;2. Department of Management, Raymond J. Harbert College of Business, Auburn University, Auburn, AL 36849, United States of America;3. Department of Management, College of Business, Oregon State University, Corvallis, OR 97331, United States of America;1. Department of Management, College of Business and Economics, Lehigh University, Bethlehem, PA 18015, USA;2. Department of Management, Bauer College of Business, University of Houston, Houston, TX 77204, USA |
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| Abstract: | This study examines whether the experience of identity threat predicts antisocial behavior directed towards other employees. A social interactionist model is used as a theoretical framework for predicting that employees who are frequent recipients of actions that challenge or diminish their sense of competence, dignity, or self-worth will engage in higher levels of antisocial behavior. However, it is predicted that the strength of this relation will be moderated by individual (gender, age, and attitudes toward revenge) and situational (aggressive modeling, hierarchical status) factors. Data from 308 employees from three organizations supported moderating effects of age, revenge attitudes, and hierarchical status. A three-way interaction was also found showing that identity threat was more strongly related to antisocial behavior for low as compared to high status employees, but only when they were exposed to low levels of aggressive modeling. |
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