The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects
The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to proje...
Ausführliche Beschreibung
Autor*in: |
Sen Lin [verfasserIn] Siyu Chen [verfasserIn] Xun Liu [verfasserIn] |
---|
Format: |
E-Artikel |
---|---|
Sprache: |
Englisch |
Erschienen: |
2023 |
---|
Schlagwörter: |
---|
Übergeordnetes Werk: |
In: Buildings - MDPI AG, 2012, 13(2023), 2640, p 2640 |
---|---|
Übergeordnetes Werk: |
volume:13 ; year:2023 ; number:2640, p 2640 |
Links: |
---|
DOI / URN: |
10.3390/buildings13102640 |
---|
Katalog-ID: |
DOAJ093164467 |
---|
LEADER | 01000naa a22002652 4500 | ||
---|---|---|---|
001 | DOAJ093164467 | ||
003 | DE-627 | ||
005 | 20240413220341.0 | ||
007 | cr uuu---uuuuu | ||
008 | 240413s2023 xx |||||o 00| ||eng c | ||
024 | 7 | |a 10.3390/buildings13102640 |2 doi | |
035 | |a (DE-627)DOAJ093164467 | ||
035 | |a (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c | ||
040 | |a DE-627 |b ger |c DE-627 |e rakwb | ||
041 | |a eng | ||
050 | 0 | |a TH1-9745 | |
100 | 0 | |a Sen Lin |e verfasserin |4 aut | |
245 | 1 | 4 | |a The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects |
264 | 1 | |c 2023 | |
336 | |a Text |b txt |2 rdacontent | ||
337 | |a Computermedien |b c |2 rdamedia | ||
338 | |a Online-Ressource |b cr |2 rdacarrier | ||
520 | |a The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. | ||
650 | 4 | |a construction project | |
650 | 4 | |a empowering leadership | |
650 | 4 | |a organizational goal clarity | |
650 | 4 | |a role stress | |
650 | 4 | |a unethical pro-organizational behavior | |
653 | 0 | |a Building construction | |
700 | 0 | |a Siyu Chen |e verfasserin |4 aut | |
700 | 0 | |a Xun Liu |e verfasserin |4 aut | |
773 | 0 | 8 | |i In |t Buildings |d MDPI AG, 2012 |g 13(2023), 2640, p 2640 |w (DE-627)718622251 |w (DE-600)2661539-3 |x 20755309 |7 nnns |
773 | 1 | 8 | |g volume:13 |g year:2023 |g number:2640, p 2640 |
856 | 4 | 0 | |u https://doi.org/10.3390/buildings13102640 |z kostenfrei |
856 | 4 | 0 | |u https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c |z kostenfrei |
856 | 4 | 0 | |u https://www.mdpi.com/2075-5309/13/10/2640 |z kostenfrei |
856 | 4 | 2 | |u https://doaj.org/toc/2075-5309 |y Journal toc |z kostenfrei |
912 | |a GBV_USEFLAG_A | ||
912 | |a SYSFLAG_A | ||
912 | |a GBV_DOAJ | ||
912 | |a GBV_ILN_11 | ||
912 | |a GBV_ILN_20 | ||
912 | |a GBV_ILN_22 | ||
912 | |a GBV_ILN_23 | ||
912 | |a GBV_ILN_24 | ||
912 | |a GBV_ILN_39 | ||
912 | |a GBV_ILN_40 | ||
912 | |a GBV_ILN_62 | ||
912 | |a GBV_ILN_63 | ||
912 | |a GBV_ILN_65 | ||
912 | |a GBV_ILN_69 | ||
912 | |a GBV_ILN_70 | ||
912 | |a GBV_ILN_73 | ||
912 | |a GBV_ILN_95 | ||
912 | |a GBV_ILN_105 | ||
912 | |a GBV_ILN_110 | ||
912 | |a GBV_ILN_151 | ||
912 | |a GBV_ILN_161 | ||
912 | |a GBV_ILN_213 | ||
912 | |a GBV_ILN_230 | ||
912 | |a GBV_ILN_285 | ||
912 | |a GBV_ILN_293 | ||
912 | |a GBV_ILN_370 | ||
912 | |a GBV_ILN_602 | ||
912 | |a GBV_ILN_2014 | ||
912 | |a GBV_ILN_2055 | ||
912 | |a GBV_ILN_4012 | ||
912 | |a GBV_ILN_4037 | ||
912 | |a GBV_ILN_4112 | ||
912 | |a GBV_ILN_4125 | ||
912 | |a GBV_ILN_4126 | ||
912 | |a GBV_ILN_4249 | ||
912 | |a GBV_ILN_4305 | ||
912 | |a GBV_ILN_4306 | ||
912 | |a GBV_ILN_4307 | ||
912 | |a GBV_ILN_4313 | ||
912 | |a GBV_ILN_4322 | ||
912 | |a GBV_ILN_4323 | ||
912 | |a GBV_ILN_4324 | ||
912 | |a GBV_ILN_4325 | ||
912 | |a GBV_ILN_4335 | ||
912 | |a GBV_ILN_4338 | ||
912 | |a GBV_ILN_4367 | ||
912 | |a GBV_ILN_4392 | ||
912 | |a GBV_ILN_4700 | ||
951 | |a AR | ||
952 | |d 13 |j 2023 |e 2640, p 2640 |
author_variant |
s l sl s c sc x l xl |
---|---|
matchkey_str |
article:20755309:2023----::hdrsdoepwrnlaesihwmoeigedrhpfetuehclrognzto |
hierarchy_sort_str |
2023 |
callnumber-subject-code |
TH |
publishDate |
2023 |
allfields |
10.3390/buildings13102640 doi (DE-627)DOAJ093164467 (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c DE-627 ger DE-627 rakwb eng TH1-9745 Sen Lin verfasserin aut The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior Building construction Siyu Chen verfasserin aut Xun Liu verfasserin aut In Buildings MDPI AG, 2012 13(2023), 2640, p 2640 (DE-627)718622251 (DE-600)2661539-3 20755309 nnns volume:13 year:2023 number:2640, p 2640 https://doi.org/10.3390/buildings13102640 kostenfrei https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c kostenfrei https://www.mdpi.com/2075-5309/13/10/2640 kostenfrei https://doaj.org/toc/2075-5309 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4392 GBV_ILN_4700 AR 13 2023 2640, p 2640 |
spelling |
10.3390/buildings13102640 doi (DE-627)DOAJ093164467 (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c DE-627 ger DE-627 rakwb eng TH1-9745 Sen Lin verfasserin aut The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior Building construction Siyu Chen verfasserin aut Xun Liu verfasserin aut In Buildings MDPI AG, 2012 13(2023), 2640, p 2640 (DE-627)718622251 (DE-600)2661539-3 20755309 nnns volume:13 year:2023 number:2640, p 2640 https://doi.org/10.3390/buildings13102640 kostenfrei https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c kostenfrei https://www.mdpi.com/2075-5309/13/10/2640 kostenfrei https://doaj.org/toc/2075-5309 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4392 GBV_ILN_4700 AR 13 2023 2640, p 2640 |
allfields_unstemmed |
10.3390/buildings13102640 doi (DE-627)DOAJ093164467 (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c DE-627 ger DE-627 rakwb eng TH1-9745 Sen Lin verfasserin aut The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior Building construction Siyu Chen verfasserin aut Xun Liu verfasserin aut In Buildings MDPI AG, 2012 13(2023), 2640, p 2640 (DE-627)718622251 (DE-600)2661539-3 20755309 nnns volume:13 year:2023 number:2640, p 2640 https://doi.org/10.3390/buildings13102640 kostenfrei https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c kostenfrei https://www.mdpi.com/2075-5309/13/10/2640 kostenfrei https://doaj.org/toc/2075-5309 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4392 GBV_ILN_4700 AR 13 2023 2640, p 2640 |
allfieldsGer |
10.3390/buildings13102640 doi (DE-627)DOAJ093164467 (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c DE-627 ger DE-627 rakwb eng TH1-9745 Sen Lin verfasserin aut The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior Building construction Siyu Chen verfasserin aut Xun Liu verfasserin aut In Buildings MDPI AG, 2012 13(2023), 2640, p 2640 (DE-627)718622251 (DE-600)2661539-3 20755309 nnns volume:13 year:2023 number:2640, p 2640 https://doi.org/10.3390/buildings13102640 kostenfrei https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c kostenfrei https://www.mdpi.com/2075-5309/13/10/2640 kostenfrei https://doaj.org/toc/2075-5309 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4392 GBV_ILN_4700 AR 13 2023 2640, p 2640 |
allfieldsSound |
10.3390/buildings13102640 doi (DE-627)DOAJ093164467 (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c DE-627 ger DE-627 rakwb eng TH1-9745 Sen Lin verfasserin aut The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior Building construction Siyu Chen verfasserin aut Xun Liu verfasserin aut In Buildings MDPI AG, 2012 13(2023), 2640, p 2640 (DE-627)718622251 (DE-600)2661539-3 20755309 nnns volume:13 year:2023 number:2640, p 2640 https://doi.org/10.3390/buildings13102640 kostenfrei https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c kostenfrei https://www.mdpi.com/2075-5309/13/10/2640 kostenfrei https://doaj.org/toc/2075-5309 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4392 GBV_ILN_4700 AR 13 2023 2640, p 2640 |
language |
English |
source |
In Buildings 13(2023), 2640, p 2640 volume:13 year:2023 number:2640, p 2640 |
sourceStr |
In Buildings 13(2023), 2640, p 2640 volume:13 year:2023 number:2640, p 2640 |
format_phy_str_mv |
Article |
institution |
findex.gbv.de |
topic_facet |
construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior Building construction |
isfreeaccess_bool |
true |
container_title |
Buildings |
authorswithroles_txt_mv |
Sen Lin @@aut@@ Siyu Chen @@aut@@ Xun Liu @@aut@@ |
publishDateDaySort_date |
2023-01-01T00:00:00Z |
hierarchy_top_id |
718622251 |
id |
DOAJ093164467 |
language_de |
englisch |
fullrecord |
<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000naa a22002652 4500</leader><controlfield tag="001">DOAJ093164467</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20240413220341.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">240413s2023 xx |||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.3390/buildings13102640</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)DOAJ093164467</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="050" ind1=" " ind2="0"><subfield code="a">TH1-9745</subfield></datafield><datafield tag="100" ind1="0" ind2=" "><subfield code="a">Sen Lin</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="4"><subfield code="a">The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2023</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress.</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">construction project</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">empowering leadership</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">organizational goal clarity</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">role stress</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">unethical pro-organizational behavior</subfield></datafield><datafield tag="653" ind1=" " ind2="0"><subfield code="a">Building construction</subfield></datafield><datafield tag="700" ind1="0" ind2=" "><subfield code="a">Siyu Chen</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="0" ind2=" "><subfield code="a">Xun Liu</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">Buildings</subfield><subfield code="d">MDPI AG, 2012</subfield><subfield code="g">13(2023), 2640, p 2640</subfield><subfield code="w">(DE-627)718622251</subfield><subfield code="w">(DE-600)2661539-3</subfield><subfield code="x">20755309</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:13</subfield><subfield code="g">year:2023</subfield><subfield code="g">number:2640, p 2640</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doi.org/10.3390/buildings13102640</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://www.mdpi.com/2075-5309/13/10/2640</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="u">https://doaj.org/toc/2075-5309</subfield><subfield code="y">Journal toc</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SYSFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_DOAJ</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_11</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_20</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_22</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_23</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_24</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_39</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_40</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_62</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_63</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_65</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_69</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_70</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_73</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_95</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_105</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_110</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_151</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_161</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_213</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_230</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_285</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_293</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_370</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_602</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2014</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2055</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4012</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4037</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4112</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4125</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4126</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4249</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4305</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4306</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4307</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4313</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4322</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4323</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4324</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4325</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4335</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4338</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4367</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4392</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">13</subfield><subfield code="j">2023</subfield><subfield code="e">2640, p 2640</subfield></datafield></record></collection>
|
callnumber-first |
T - Technology |
author |
Sen Lin |
spellingShingle |
Sen Lin misc TH1-9745 misc construction project misc empowering leadership misc organizational goal clarity misc role stress misc unethical pro-organizational behavior misc Building construction The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects |
authorStr |
Sen Lin |
ppnlink_with_tag_str_mv |
@@773@@(DE-627)718622251 |
format |
electronic Article |
delete_txt_mv |
keep |
author_role |
aut aut aut |
collection |
DOAJ |
remote_str |
true |
callnumber-label |
TH1-9745 |
illustrated |
Not Illustrated |
issn |
20755309 |
topic_title |
TH1-9745 The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior |
topic |
misc TH1-9745 misc construction project misc empowering leadership misc organizational goal clarity misc role stress misc unethical pro-organizational behavior misc Building construction |
topic_unstemmed |
misc TH1-9745 misc construction project misc empowering leadership misc organizational goal clarity misc role stress misc unethical pro-organizational behavior misc Building construction |
topic_browse |
misc TH1-9745 misc construction project misc empowering leadership misc organizational goal clarity misc role stress misc unethical pro-organizational behavior misc Building construction |
format_facet |
Elektronische Aufsätze Aufsätze Elektronische Ressource |
format_main_str_mv |
Text Zeitschrift/Artikel |
carriertype_str_mv |
cr |
hierarchy_parent_title |
Buildings |
hierarchy_parent_id |
718622251 |
hierarchy_top_title |
Buildings |
isfreeaccess_txt |
true |
familylinks_str_mv |
(DE-627)718622251 (DE-600)2661539-3 |
title |
The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects |
ctrlnum |
(DE-627)DOAJ093164467 (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c |
title_full |
The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects |
author_sort |
Sen Lin |
journal |
Buildings |
journalStr |
Buildings |
callnumber-first-code |
T |
lang_code |
eng |
isOA_bool |
true |
recordtype |
marc |
publishDateSort |
2023 |
contenttype_str_mv |
txt |
author_browse |
Sen Lin Siyu Chen Xun Liu |
container_volume |
13 |
class |
TH1-9745 |
format_se |
Elektronische Aufsätze |
author-letter |
Sen Lin |
doi_str_mv |
10.3390/buildings13102640 |
author2-role |
verfasserin |
title_sort |
dark side of empowering leadership: how empowering leadership affects unethical pro-organizational behavior in construction projects |
callnumber |
TH1-9745 |
title_auth |
The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects |
abstract |
The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. |
abstractGer |
The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. |
abstract_unstemmed |
The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. |
collection_details |
GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4392 GBV_ILN_4700 |
container_issue |
2640, p 2640 |
title_short |
The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects |
url |
https://doi.org/10.3390/buildings13102640 https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c https://www.mdpi.com/2075-5309/13/10/2640 https://doaj.org/toc/2075-5309 |
remote_bool |
true |
author2 |
Siyu Chen Xun Liu |
author2Str |
Siyu Chen Xun Liu |
ppnlink |
718622251 |
callnumber-subject |
TH - Building Construction |
mediatype_str_mv |
c |
isOA_txt |
true |
hochschulschrift_bool |
false |
doi_str |
10.3390/buildings13102640 |
callnumber-a |
TH1-9745 |
up_date |
2024-07-03T15:39:57.926Z |
_version_ |
1803572947637501952 |
fullrecord_marcxml |
<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000naa a22002652 4500</leader><controlfield tag="001">DOAJ093164467</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20240413220341.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">240413s2023 xx |||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.3390/buildings13102640</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)DOAJ093164467</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="050" ind1=" " ind2="0"><subfield code="a">TH1-9745</subfield></datafield><datafield tag="100" ind1="0" ind2=" "><subfield code="a">Sen Lin</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="4"><subfield code="a">The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2023</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress.</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">construction project</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">empowering leadership</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">organizational goal clarity</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">role stress</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">unethical pro-organizational behavior</subfield></datafield><datafield tag="653" ind1=" " ind2="0"><subfield code="a">Building construction</subfield></datafield><datafield tag="700" ind1="0" ind2=" "><subfield code="a">Siyu Chen</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="0" ind2=" "><subfield code="a">Xun Liu</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">Buildings</subfield><subfield code="d">MDPI AG, 2012</subfield><subfield code="g">13(2023), 2640, p 2640</subfield><subfield code="w">(DE-627)718622251</subfield><subfield code="w">(DE-600)2661539-3</subfield><subfield code="x">20755309</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:13</subfield><subfield code="g">year:2023</subfield><subfield code="g">number:2640, p 2640</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doi.org/10.3390/buildings13102640</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://www.mdpi.com/2075-5309/13/10/2640</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="u">https://doaj.org/toc/2075-5309</subfield><subfield code="y">Journal toc</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SYSFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_DOAJ</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_11</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_20</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_22</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_23</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_24</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_39</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_40</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_62</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_63</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_65</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_69</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_70</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_73</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_95</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_105</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_110</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_151</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_161</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_213</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_230</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_285</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_293</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_370</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_602</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2014</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2055</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4012</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4037</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4112</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4125</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4126</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4249</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4305</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4306</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4307</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4313</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4322</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4323</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4324</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4325</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4335</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4338</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4367</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4392</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">13</subfield><subfield code="j">2023</subfield><subfield code="e">2640, p 2640</subfield></datafield></record></collection>
|
score |
7.4002123 |