Aiming at the Organizational Sustainable Development: Employees’ Pro-Social Rule Breaking as Response to High Performance Expectations

Fan Wang, Man Zhang, Anupam Kumar Das, Haolin Weng and Peilin Yang
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Fan Wang: School of Management, Shanghai University, Shanghai 200444, China
Man Zhang: School of Management, Shanghai University, Shanghai 200444, China
Anupam Kumar Das: Department of Management, University of Chittagong, Chattogram 4331, Bangladesh
Haolin Weng: School of Management, Shanghai University, Shanghai 200444, China
Peilin Yang: School of Management, Shanghai University, Shanghai 200444, China

Sustainability, 2020, vol. 13, issue 1, 1-17

Abstract: Despite the continuous increase in empirical research on pro-social rule breaking (PSRB), why organizational members conduct this behavior volitionally still requires further exploration. Drawing on the conservation of resources theory, our study investigated the impact of leaders’ high performance expectations on employees’ PSRB, following a hypothetical model with work stress as the mediator and perceived organizational support as the moderator. A three-waved time-lagged survey covering 208 dyad data of supervisor-subordinate from 41 teams of five enterprises in Shanghai, China, provided support for our hypotheses. After analyzing, we found that high performance expectations increased employees’ work stress, and further influenced employees’ PSRB substantially via stress, where the relationship was moderated by perceived organizational support. The theoretical and practical implications are discussed from a sustainability perspective.

Keywords: pro-social rule breaking; high performance expectations; perceived organizational support; sustainable development (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2)

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