289 / 330
臺大管理論叢
第
27
卷第
2
期
289
Journal of Cross-Cultural Psychology.
We careful examined each article published in these journals from 2000 to 2015. After
reviewing the topic of each article and its abstract, keywords, and study sample, we
identified all articles that collected samples in Asia with topics related to deviant workplace
behavior.
We adopted Robinson and Bennett (1995) framework of deviant workplace behavior,
which includes four behavioral categories: (1) production deviance (e.g., withdrawal
behavior, absenteeism, withholding effort, and drinking alcohol); (2) property deviance (e.g.,
sabotaging equipment, accepting kickbacks, and stealing from the company); (3) political
deviance (e.g., gossip, favoritism, discrimination, competing non-beneficially, and blaming);
and (4) personal aggression (e.g., interpersonal aggression, sexual harassment, abusive
supervision, sabotaging customers, incivility, ostracism, and bullying). We identified 81
articles in total. Among them, 28 articles contained data from China, and 18 included data
from Taiwan. Fifteen of the articles were published from 2000-2005, 16 from 2006-2010,
and 50 from 2011-2015, indicating a significant increase in the past five years.
3. Results
Applying Robinson and Bennett (1995) four categories, we find that no study examined
property deviance, but studies did cover all of the other three categories. Our findings
showed that most of the 81 articles in the sample focused on examining the antecedents of
deviant workplace behavior and potential moderators of the above relationships. The
antecedents found included individual-level factors (e.g., negative affectivity,
Machiavellianism, self-efficacy, job satisfaction, organizational commitment, person-
organization fit, overqualification, and psychological contract breach), group-level factors
(e.g., group cohesiveness, group collectivism, future performance similarity, and cooperative
team goals), environmental factors (e.g., perceived ambiguity, negative significant events,
job complexity, leadership styles, and aggressive norms), organizational factors (e.g.,
organizational justice and organizational politics), and family factors (e.g., work-family
conflict and history of family aggression). The moderators found included coworker support,
family support, personality, emotion-regulation strategies, job involvement, group
commitment, individualism/collectivism, and power distance. In addition, some studies
examined the effects of deviant workplace behavior on, for instance, job performance and
contextual performance.