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Moral Disengagement at Work: A Review and Research Agenda

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Abstract

Originally conceptualized by Bandura (Person Soc Psychol Rev 3:193–209, 1999) as the process of cognitive restructuring that allows individuals to disassociate with their internal moral standards and behave unethically without feeling distress, moral disengagement has attracted the attention of management researchers in recent years. An increasing body of research has examined the factors which lead people to morally disengage and its related outcomes in the workplace. However, the conceptualization of moral disengagement, how it should be measured, the manner in which it develops, and its influence on work outcomes are areas of continued debate among researchers. In this article, we undertake a systematic review of research on moral disengagement in the workplace and develop a comprehensive research agenda that highlights opportunities for theoretical and empirical advancement of the literature.

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  1. Department of Management, Deakin Business School, Deakin University, Locked Bag 20000, Geelong, VIC, 3220, Australia

    Alexander Newman, Huong Le, Andrea North-Samardzic & Michael Cohen

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Professor Alexander (Alex) Newman is the Section Editor (Leadership: Quantitative Issues) of Journal of Business Ethics.

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Newman, A., Le, H., North-Samardzic, A. et al. Moral Disengagement at Work: A Review and Research Agenda. J Bus Ethics 167, 535–570 (2020). https://doi.org/10.1007/s10551-019-04173-0

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  • DOI: https://doi.org/10.1007/s10551-019-04173-0

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