SPEAKER:  Prof. Chao C. Chen (Rutgers Business School)

TIME/DATE:  2026.5.29  15：00

CLASSROOM:  A403

ABSTRACT

Does managerial constructive deviance lead to employee destructive deviance? This is an unanswered question that concerns deviance scholars. Drawing upon social information processing theory and the theory of anomie, we develop and test a theoretical model in which managerial pro-subordinate rule breaking is positively related to employees’ perceived acceptability of norm violations, thereby leading to employees’ self-serving deviance, namely, behaviors that seek personal gains at the expense of the organization. Furthermore, we propose that perceived organizational norm tightness attenuates the indirect effect of managerial pro-subordinate rule breaking on employees’ self-serving deviance. Results from four studies using both survey and experimental methodologies provide consistent evidence supporting our hypotheses. By deepening our understanding of how managerial pro-subordinate rule-breaking can inadvertently promote employee self-serving deviance, this research has important implications for theory, research, and practice.

GUEST BIO

Professor Chen is a Distinguished Professor of Organization Management and Global Business at Rutgers Business School. He has published over 70 journal articles, book chapters, and edited books in diverse areas of cross-cultural management, leadership, organizational justice, Chinese management, and business ethics. His works appear in premier management journals, including the Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Journal of Applied Psychology, Organizational Science, Journal of International Business Studies, and Journal of Business Venturing. He teaches at the undergraduate, MBA, DBA, and Ph.D. levels in Management Skills, Organizational Behavior, Culture and Organization, and Social Sciences Research Method.