We examine how unfavorable social comparisons differentially spur employees of varying hierarchical levels to engage in deception. Drawing on literatures in social psychology and workplace self-esteem, we theorize that negative comparisons with peers could cause either junior or senior employees...

Drawing on theoretical insights from research on social comparison processes, this article explores how managers can use performance feedback to sustain employees’ motivation and performance in organizations. Using a field experiment at a Japanese bank, we investigate the effects of valence...

Previous research on unethical behavior in organizations suggests that employees who engage in such behavior are motivated by the desire to advance their own self-interest, often acting selfishly at the expense of their own organizations. However, such behaviors also may be motivated by...