Covering Up for Coworkers: A Scale Development and Empirical Examination of Relational Cover‐Up Behavior
开发并验证了测量员工为同事掩盖不道德行为的量表，发现目睹同事不道德行为会引发员工的身份威胁，进而促使掩盖行为，尤其当员工与同事认同度高时。
ABSTRACT Why do employees conceal their coworkers' unethical behavior and who is most likely to do so? To address these questions, we begin by developing and validating a psychometrically robust measure of relational cover‐up behavior (Study 1). Using a two‐wave study ( N = 475), we then test the argument that employees may experience an identity threat in response to witnessing a coworker engaging in unethical behavior, which can motivate employees to cover up the coworker's unethical behavior, especially when they closely identify with the coworker (Study 2). Theoretical implications include identifying the process through which relational cover‐up behaviors can emerge, when they are especially likely to do so, and the detrimental consequences of coworker identification for relational cover‐up behavior. Our research also provides the methodological foundation for scholars to empirically study relational cover‐up behaviors, while offering practical guidance to manage these pervasive and damaging behaviors.