Perceived Organizational Attitudes Toward Counterproductive Work Behaviors Across Culture Types: Insights From the OCAI Framework

Anna Szeliga-Duchnowska and Miroslawa Szewczyk

European Research Studies Journal, 2025, vol. XXVIII, issue 3, 94-107

Abstract: Purpose: The aim of this study is to examine the relationship between organisational culture type (as defined by the OCAI model) and perceived organisational attitudes towards counterproductive work behaviours (CWB). Particular attention is given to three dimensions of organisational responses: the use of sanctions, tolerance, and encouragement of counterproductive behaviours. Design/Methodology/Approach: The study is based on survey data collected from employees representing organisations characterised by different culture types (clan, adhocracy, market, hierarchy). Statistical analysis was conducted using the Kruskal-Wallis test and post hoc analyses to assess differences in organisational attitudes towards CWB. Findings: The results indicate that organisational culture type significantly differentiates the levels of tolerance and encouragement of CWB. No significant differences were observed regarding the use of sanctions, which may suggest the existence of a universal accountability mechanism for counterproductive behaviours. Practical Implications: Organisations should adapt their CWB prevention systems to the specific profile of their organisational culture, especially in structures focused on efficiency and formalism, where ethical norms may be marginalised. Strengthening ethical leadership and fostering coherent cultural values may reduce the risk of tolerating or promoting unethical conduct. Originality/Value: The originality of this study lies in its integration of the OCAI typology of organisational cultures with employees’ perceptions of three specific organisational reactions to CWB: sanctioning, tolerating, and encouraging. Unlike previous research that has focused on formal ethical codes or policy declarations, this study explores informal and subjectively perceived cultural signals that may either foster or inhibit counterproductive behaviours. This approach contributes a novel perspective to the field of organisational ethics and workplace culture research.

Keywords: Organisational behaviour; organisational culture profiles; prevention. (search for similar items in EconPapers)
JEL-codes: J59 L29 M14 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:ers:journl:v:xxviii:y:2025:i:3:p:94-107

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