Change is Coming, Time to Undermine? Examining the Countervailing Effects of Anticipated Organizational Change and Coworker Exchange Quality on the Relationship Between Machiavellianism and Social Undermining at Work

Christian N. Thoroughgood (), Kiyoung Lee (), Katina B. Sawyer () and Thomas J. Zagenczyk ()
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Christian N. Thoroughgood: Georgia State University
Kiyoung Lee: Yonsei University
Katina B. Sawyer: The George Washington University
Thomas J. Zagenczyk: North Carolina State University

Journal of Business Ethics, 2022, vol. 181, issue 3, No 10, 720 pages

Abstract: Abstract A considerable body of research supports the link between Machiavellianism and antisocial forms of behavior at work. Yet, meta-analytic findings and existing theory allude to a more complex story, whereby Machiavellian employees’ engagement in antisocial acts is likely to be simultaneously influenced by countervailing situational forces. To promote more nuanced, contextualized knowledge of high Machs’ antisocial tendencies at work, we developed and tested a social context model that describes how multiple situational factors may, at once, provoke and constrain the tendency of such individuals to engage in one notable form of antisocial behavior at work: social undermining. Specifically, we argue that Machiavellian employees likely experience competing motivations to undermine their colleagues as a result of two countervailing situational factors that are relevant to their self-interests: anticipated organizational change and perceptions of coworkers’ exchange quality. To develop our predictions, we draw on trait activation theory’s core assertion that employees’ behavior is multiply determined, such that trait–behavior relations stem from a complex interplay among diverse and potentially competing trait-relevant situational cues. The results of a three-wave, time-lagged survey supported our predictions that anticipated change would strengthen the positive relation between Machiavellianism and undermining, while perceptions of coworkers’ exchange quality would attenuate it. Additionally, the results supported our three-way interaction hypothesis that perceived coworker exchange quality would weaken the two-way interaction effect of Machiavellianism and anticipated organizational change on social undermining. We discuss the implications of our findings, as well as avenues for future research.

Keywords: Machiavellianism; Organizational change; Social undermining (search for similar items in EconPapers)
Date: 2022
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DOI: 10.1007/s10551-021-04943-9

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