Building Trust by Tearing Others Down When Accusing Others of Unethical Behavior Engenders Trust
Organizational Behavior and Human Decision Processes 149 (2018) 111–128 Contents lists available at ScienceDirect Organizational Behavior and Human Decision Processes journal homepage: www.elsevier.com/locate/obhdp Building trust by tearing others down: When accusing others of unethical behavior engenders trust T ⁎ Jessica A. Kennedya, , Maurice E. Schweitzerb a Vanderbilt University, Owen Graduate School of Management, 401 21st Avenue S., Nashville, TN 37203, United States b University of Pennsylvania, The Wharton School, 3730 Walnut St., Philadelphia, PA 19104, United States ARTICLE INFO ABSTRACT Keywords: We demonstrate that accusations harm trust in targets, but boost trust in the accuser when the accusation signals Ethics that the accuser has high integrity. Compared to individuals who did not accuse targets of engaging in unethical Morality behavior, accusers engendered greater trust when observers perceived the accusation to be motivated by a desire Accusations to defend moral norms, rather than by a desire to advance ulterior motives. We also found that the accuser’s Trust moral hypocrisy, the accusation's revealed veracity, and the target’s intentions when committing the unethical Impression management act moderate the trust benefits conferred to accusers. Taken together, we find that accusations have important interpersonal consequences. 1. Introduction how accusations influence observers’ perceptions of the accuser. In our investigation, we focus on the relationship between accusations and a Leaders and co-workers play a crucial role in establishing ethical construct that has particular relevance for organizations: trust norms in organizations (Flynn & Wiltermuth, 2010; Pillutla, 2011; (Crossley, Cooper, & Wernsing, 2013; Lount, Zhong, Sivanathan, & Smith-Crowe et al., 2014; Thau, Derfler-Rozin, Pitesa, Mitchell, & Murnighan, 2008; Pillutla, Malhotra, & Murnighan, 2003).
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