A Moral Disengagement Investigation of How and When Supervisor Psychological Entitlement Instigates Abusive Supervision

Journal of Business Ethics - Building on the emerging research on antecedents of abusive supervision, the current research offers an empirical investigation concerning how and when supervisor...     

Exchange Rates and Stock Prices in the MENA Countries: What Role for Oil?

This paper considers the linkage between stock prices and exchange rates in four MENA (Middle East and North Africa) emerging markets. In contrast to the existing evidence that uses a global market index to uncover such a relationship it is found that for the sample countries oil prices emerge as the dominant factor in the above relationship. The paper considers the presence of regime shifts and evidence is found of cointegration only for the period following the 1999 oil price shock. Readjustment towards equilibrium in each stock market occurs via oil price changes. Finally, a number of robustness checks are performed and persistence profiles produced.     

Winning at all costs: An exploration of bottom‐line mentality,Machiavellianism, and organisational citizenship behaviour

This study seeks to advance the bottom‐line mentality literature by exploring an antecedent and outcome of employee bottom‐line mentality. We build and test a moderated‐mediation model by arguing that the personality trait of Machiavellianism promotes an employee's adoption of a bottom‐line mentality. Moreover, drawing on trait activation theory, we argue that this relationship is fully activated when the employee perceives that the organisation endorses a bottom‐line mentality. To expand our theoretical model, we also suggest that employee bottom‐line mentality inhibits organisational citizenship behaviour directed towards co‐workers. Lastly, we investigate whether an employee's perception of an organisation's bottom‐line mentality conditionally moderates the indirect effect of Machiavellianism on organisational citizenship behaviour directed towards co‐workers through the mediated mechanism of employee bottom‐line mentality. Our theoretical model is tested across two distinct studies. Study 1, a field study conducted within a variety of organisations, provides evidence for our initial predictions (Hypotheses 1 and 2). Study 2, a multisource field study conducted in multiple industries, replicates and extends the findings from Study 1 by providing evidence for the entire moderated‐mediation model. We find support for our hypothesised model across both studies. Implications for theory and practice are discussed, and suggestions for future research are identified.