Linking corporate social irresponsibility with workplace deviant behaviour: mediated by moral outrage


Purpose
This study aims to examine the effects of external corporate social irresponsibility on organisational workplace deviant behaviours through the mediation of moral outrage (MO) among non-managerial employees.


Design/methodology/approach
The primary quantitative data was collected from a sample of 328 non-managerial employees working in banking, refinery, petroleum and power distribution companies in Pakistan. Partial least square-structural equation modelling was used to estimate the modelled relationships.


Findings
Results confirmed that external corporate social irresponsibility has a positive effect on organisational workplace deviant behaviours. MO mediated relationships between external corporate social irresponsibility and organisational workplace deviant behaviours positively.


Research limitations/implications
Theoretically, the findings indicate that moral values are also close to the hearts of non-managerial employees, as external corporate social irresponsibility has proved to be one of the significant predictors of organisational deviance.


Practical implications
This study provides a new, substantial pathway for the executive management of organisations and evidence that eliminating social irresponsibility is equally important as pursuing sustainability initiatives for addressing workplace deviant behaviour.


Originality/value
The originality of this study is twofold. Firstly, it has confirmed the impact of external corporate social irresponsibility on employees’ deviant behaviours targeted at the organisation. Secondly, it has extended the scope of expectancy violation theory into the field of human resource management.
