目标设置对不道德行为的影响研究:来自实验与实证的证据
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摘要
由于目标设置能够激发个体的动机,引导个体的行为,有利于组织目标的实现,目标设置理论已得到管理者的广泛认可。然而,在强调目标设置的积极作用时,大部分研究者或实践者却忽略了目标设置可能存在的某些负面影响。鉴于此,在研究1中,实验操作人员招募了59名ACCA专业的同级大学生,利用实验研究法,对目标设置中的目标难度的负面性进行了深入探索,结果发现目标难度越高,个体产生的不道德行为越多,反之则越低。在研究2中,我们采用多阶段问卷调研的方式,对组织目标设置与员工不道德行为之间关系进行了更加全面的、系统的研究,结果显示:(1)目标难度和目标具体化分别与员工不道德行为之间具有显著正相关关系,而员工参与设置目标的程度(目标参与度)与员工不道德行为之间具有显著负相关关系;(2)员工道德脱离完全中介了目标难度/目标参与度和员工不道德行为之间的关系,具体地讲,目标难度通过激发员工道德脱离来增加其不道德行为,目标参与度通过降低员工道德脱离来减少其不道德行为。上述研究结果对于管理者如何合理有效地进行组织目标设置具有潜在的指导意义和应用价值。
Because goal setting can stimulate individual's internal motivation, many managers begin to recognize the importance of guiding individual's behavior, and contributing to the achievement of organizational goals. When emphasizing the positive influences of goal setting, most researchers or practitioners to some extent ignore its possible negative impacts. In view of this, this research tries to explore the potential mechanism of the relationship between goal setting and employee's unethical behavior.In the first part, the research analyzes why it is necessary and important to examine goal setting's influence on employee unethical behavior. With the rapid development of economy, organizations and employees strive to pursue performance goals, such as innovation performance, relationship performance, learning performance and so on. However, in the process of setting and achieving goals, they are more likely to ignore moral norms, thus fueling unethical behavior. Given that unethical behavior has become a common phenomenon in organizations, practitioners attempt to reduce employee's unethical behavior by improving leader behavior, organizatonal culture and individual's moral cognitive ability. In fact, most of previous studies ignored the following questions: Does goal setting have great impact on employee's unethcial behavior? Whether the organization can avoid or reduce the generation of employee's unethical behavior by improving goal setting? Therefore, it is vital to explore the potential mechanism of the goal-setting employee's unethical behaviors. In the second part, based on the review of goal-setting theory, this research provides a detailed explanation for the goal-setting unethical behavior relationship from the perspective of resource limitation theory and the characteristics of goal-setting dimensions. We propose hypotheses. Hypothesis 1a is that goal difficulty is positively related to employee unethical behavior. Hypothesis 1b is that goal specificity is positively related to employee unethical behavior. Hypothesis 1c is that participating in setting goals is negatively related to employee unethical behavior. Hypothesis 2a is that employee moral disengagement mediates the positive relationship between goal difficulty and employee unethical behavior. Hypothesis 2b is that employee moral disengagement mediates the positive relationship between goal specificity and employee unethical behavior. Hypothesis 2c is that employee's moral disengagement mediates the negative relationship between participation in setting goals and employee's unethical behavior. Finally, we give a complete theoretical framework. In the third part, to ensure the accuracy of our findings, this research tests the theoretical framework mentioned above by using the combination of experimental and empirical studies. In Study 1, 59 ACCA professional undergraduate students were recruited to participate in an experiemnt. This experiment explored whether goal difficulty among goal setting theory affects individual unethical behavior in the research. The experimental results show that the mean unethical behavior in the difficult target group is significantly higher than that in the general target group. Moreover, the proportion of individuals who conduct unethical behaviors in the difficult target group is significantly higher than that in the general target group. In short, goal difficulty affects individual unethical behavior. Namely, the higher the goal difficulty, the higher the probability that individuals conduct unethical behavior is. Conversely, the lower the goal difficulty the lower the probability is. Furthermore, in Study 2, we adopt the multi-stage survey and collect data from 128 employees in order to comprehensively and systematically study the relationship between goal setting and employees' unethical behavior. The results show that:(1) The difficulty and specificity of goal have significantly positive influence on employees' unethical behavior, whereas participation in setting goals has significantly negative influence on employees' unethical behavior.(2) Employees' moral disengagement completely mediates the relationship betwwen goal difficulty/goal specificity and employees' unethical behavior. Specifically, goal difficulty has significantly positive influence on employees' unethical behavior by stimulating employees' moral disengagement, whereas participating in setting goals has significantly negative influence on employees' unethical behavior by reducing employees' moral disengagement. In the fourth part, we analyze the theoretical significance of this study. Above all, based on a new theoretical perspective of resource limitation theory, we explain how goal setting influences employee's unethical behavior. This, to some extent, extends the theoretical study about the goal setting-unethical behavior relationship. In addition, drawing on this theory, the research further reveals the "black box"(i.e., potential mechanism) of the goal-setting unethical behavior relationship——employee moral disengagement, thus extending the theoretical study about the potential mechanism of this relationship. Our findings also illustrate that goal setting woul have negative impact on organizations. Target management system, to a certain extent, may be problematic or imperfect. This plays important guiding roles in how to set a more reasonable goal. In summary, the research has potential significance and practical values for leaders to reasonably and effectively conduct goal setting.
Because goal setting can stimulate individual's internal motivation, many managers begin to recognize the importance of guiding individual's behavior, and contributing to the achievement of organizational goals. When emphasizing the positive influences of goal setting, most researchers or practitioners to some extent ignore its possible negative impacts. In view of this, this research tries to explore the potential mechanism of the relationship between goal setting and employee's unethical behavior.In the first part, the research analyzes why it is necessary and important to examine goal setting's influence on employee unethical behavior. With the rapid development of economy, organizations and employees strive to pursue performance goals, such as innovation performance, relationship performance, learning performance and so on. However, in the process of setting and achieving goals, they are more likely to ignore moral norms, thus fueling unethical behavior. Given that unethical behavior has become a common phenomenon in organizations, practitioners attempt to reduce employee's unethical behavior by improving leader behavior, organizatonal culture and individual's moral cognitive ability. In fact, most of previous studies ignored the following questions: Does goal setting have great impact on employee's unethcial behavior? Whether the organization can avoid or reduce the generation of employee's unethical behavior by improving goal setting? Therefore, it is vital to explore the potential mechanism of the goal-setting employee's unethical behaviors. In the second part, based on the review of goal-setting theory, this research provides a detailed explanation for the goal-setting unethical behavior relationship from the perspective of resource limitation theory and the characteristics of goal-setting dimensions. We propose hypotheses. Hypothesis 1a is that goal difficulty is positively related to employee unethical behavior. Hypothesis 1b is that goal specificity is positively related to employee unethical behavior. Hypothesis 1c is that participating in setting goals is negatively related to employee unethical behavior. Hypothesis 2a is that employee moral disengagement mediates the positive relationship between goal difficulty and employee unethical behavior. Hypothesis 2b is that employee moral disengagement mediates the positive relationship between goal specificity and employee unethical behavior. Hypothesis 2c is that employee's moral disengagement mediates the negative relationship between participation in setting goals and employee's unethical behavior. Finally, we give a complete theoretical framework. In the third part, to ensure the accuracy of our findings, this research tests the theoretical framework mentioned above by using the combination of experimental and empirical studies. In Study 1, 59 ACCA professional undergraduate students were recruited to participate in an experiemnt. This experiment explored whether goal difficulty among goal setting theory affects individual unethical behavior in the research. The experimental results show that the mean unethical behavior in the difficult target group is significantly higher than that in the general target group. Moreover, the proportion of individuals who conduct unethical behaviors in the difficult target group is significantly higher than that in the general target group. In short, goal difficulty affects individual unethical behavior. Namely, the higher the goal difficulty, the higher the probability that individuals conduct unethical behavior is. Conversely, the lower the goal difficulty the lower the probability is. Furthermore, in Study 2, we adopt the multi-stage survey and collect data from 128 employees in order to comprehensively and systematically study the relationship between goal setting and employees' unethical behavior. The results show that:(1) The difficulty and specificity of goal have significantly positive influence on employees' unethical behavior, whereas participation in setting goals has significantly negative influence on employees' unethical behavior.(2) Employees' moral disengagement completely mediates the relationship betwwen goal difficulty/goal specificity and employees' unethical behavior. Specifically, goal difficulty has significantly positive influence on employees' unethical behavior by stimulating employees' moral disengagement, whereas participating in setting goals has significantly negative influence on employees' unethical behavior by reducing employees' moral disengagement. In the fourth part, we analyze the theoretical significance of this study. Above all, based on a new theoretical perspective of resource limitation theory, we explain how goal setting influences employee's unethical behavior. This, to some extent, extends the theoretical study about the goal setting-unethical behavior relationship. In addition, drawing on this theory, the research further reveals the "black box"(i.e., potential mechanism) of the goal-setting unethical behavior relationship——employee moral disengagement, thus extending the theoretical study about the potential mechanism of this relationship. Our findings also illustrate that goal setting woul have negative impact on organizations. Target management system, to a certain extent, may be problematic or imperfect. This plays important guiding roles in how to set a more reasonable goal. In summary, the research has potential significance and practical values for leaders to reasonably and effectively conduct goal setting.
引文
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[3]Fisher JG,Peffer SA,Sprinkle GB,et al.Performance target levels and effort:Reciprocity across single-and repeated-interaction settings[J].Journal of Management Accounting Research,2015,27(2):145-164.
[4]Liu D,Gong Y,Zhou J,et al.Human resource systems,employee creativity,and firm innovation:The moderating role of firm ownership[J].Academy of Management Journal,2016:amj.2015.0230.
[5]Golden TD,Veiga JF.Self-estrangement’s toll on job performance the pivotal role of social exchange relationships with coworkers[J].Journal of Management,2015:0149206315615400.
[6]Guinot J,Chiva R,Mallén F.Linking altruism and organizational learning capability:A study from excellent human resources management organizations in Spain[J].Journal of Business Ethics,2015:1-16.
[7]Barsky A.Understanding the ethical cost of organizational goal-setting:A review and theory development[J].Journal of Business Ethics,2008,81(1):63-81.
[8]Kaptein M.Understanding unethical behavior by unraveling ethical culture[J].Human Relations,2011,64(6):843-869.
[9]KPMG F.Integrity Survey 2008-2009[R].Washington,DC:KPMG,2008.
[10]Ethics Resource Center.National business ethics survey of fortune500 employees[R].Washington,DC:Ethics Resource Center,2012.
[11]Lu CS,Lin CC.The effects of ethical leadership and ethical climate on employee ethical behavior in the international port context[J].Journal of Business Ethics,2014,124(2):209-223.
[12]Ethics Resource Centre.2013 National business ethics survey of the US workforce[R].Retrieved 12 May,2014 from http://www.ethics.org/downloads/2013NBESFinal Web.pdf.
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[14]Harris J,Bromiley P.Incentives to cheat:The influence of executive compensation and firm performance on financial misrepresentation[J].Organization Science,2007,18(3):350-367.
[15]Kish-Gephart JJ,Harrison DA,Trevi?o LK.Bad apples,bad cases,and bad barrels:Meta-analytic evidence about sources of unethical decisions at work[J].Journal of Applied Psychology,2010,95(1):1.
[16]Shantz A,Latham G.The effect of primed goals on employee performance:Implications for human resource management[J].Human Resource Management,2011,50(2):289-299.
[17]Welsh DT,Ordó?ez LD.The dark side of consecutive high performance goals:Linking goal setting,depletion,and unethical behavior[J].Organizational Behavior and Human Decision Processes,2014,123(2):79-89.
[18]Shalvi S,Handgraaf MJJ,De Dreu CKW.Ethical manoeuvring:Why people avoid both major and minor lies[J].British Journal of Management,2011,22(s1):S16-S27.
[19]Bandura A.Moral disengagement in the perpetration of inhumanities[J].Personality and Social Psychology Review,1999,3(3):193-209.
[20]Bandura A.Selective moral disengagement in the exercise of moral agency[J].Journal of Moral Education,2002,31(2):101-119.
[21]Locke EA,Shaw KN,Saari LM,et al.Goal setting and task performance:1969-1980[J].Psychological Bulletin,1981,90(1):125.
[22]Locke EA,Latham GP.A theory of goal setting&task performance[M].Prentice-Hall,Inc,1990.
[23]Barsky A,Kaplan SA.If you feel bad,it's unfair:A quantitative synthesis of affect and organizational justice perceptions[J].Journal of Applied Psychology,2007,92(1):286.
[24]Clor-Proell SM,Kaplan SE,Proell CA.The impact of budget goal difficulty and promotion availability on employee fraud[J].Journal of Business Ethics,2015,131(4):773-790.
[25]Cadsby CB,Song F,Tapon F.Are you paying your employees to cheat?An experimental investigation[J].The BE Journal of Economic Analysis&Policy,2010,10(1).
[26]Jensen MC.Paying people to lie:The truth about the budgeting process[J].European Financial Management,2003,9(3):379-406.
[27]Staw BM,Boettger RD.Task revision:A neglected form of work performance.Academy of Management Journal,1990,33,534-559.
[28]Barsky A.Investigating the effects of moral disengagement and participation on unethical work behavior[J].Journal of Business Ethics,2011,104(1):59-75.
[29]Huang X,Iun J,Liu A,et al.Does participative leadership enhance work performance by inducing empowerment or trust?The differential effects on managerial and non-managerial subordinates[J].Journal of Organizational Behavior,2010,31(1):122-143.
[30]Huang X,Shi K,Zhang Z,et al.The impact of participative leadership behavior on psychological empowerment and organizational commitment in Chinese state-owned enterprises:The moderating role of organizational tenure[J].Asia Pacific Journal of Management,2006,23(3):345-367.
[31]Detert JR,Trevi?o LK,Sweitzer VL.Moral disengagement in ethical decision making:A study of antecedents and outcomes[J].Journal of Applied Psychology,2008,93(2):374.
[32]Bandura A,Barbaranelli C,Caprara GV,et al.Mechanisms of moral disengagement in the exercise of moral agency[J].Journal of Personality and Social Psychology,1996,71(2):364.
[33]Street MD,Douglas SC,Geiger SW,et al.The impact of cognitive expenditure on the ethical decision-making process:The cognitive elaboration model[J].Organizational Behavior and Human Decision Processes,2001,86(2):256-277.
[34]Kish-Gephart J,Detert J,Trevi?o LK,et al.Situational moral disengagement:Can the effects of self-interest be mitigated?[J].Journal of Business Ethics,2014,125(2):267-285.
[35]Ashforth BE,Anand V.The normalization of corruption in organizations[J].Research in Organizational Behavior,2003,25:1-52.
[36]Narayanaswamy R,Grover V,Henry RM.The impact of influence tactics in information system development projects:A control-loss perspective[J].Journal of Management Information Systems,2013,30(1):191-226.
[37]Lamm E,Tosti-Kharas J,King CE.Empowering employee sustainability:Perceived organizational support toward the environment[J].Journal of Business Ethics,2015,128(1):207-220.
[38]Gallie D.Direct participation and the quality of work[J].Human Relations,2013,66(4):453-473.
[39]Tenbrunsel AE,Wade-Benzoni KA,Messick DM,et al.Understanding the influence of environmental standards on judgments and choices[J].Academy of Management Journal,2000,43(5):854-866.
[40]Moore C,Detert JR,Klebe Trevi?o L,et al.Why employees do bad things:Moral disengagement and unethical organizational behavior[J].Personnel Psychology,2012,65(1):1-48.
[41]Gino F,Margolis JD.Bringing ethics into focus:How regulatory focus and risk preferences influence(un)ethical behavior[J].Organizational Behavior and Human Decision Processes,2011,115(2):145-156.
[42]Mazar N,Amir O,Ariely D.The dishonesty of honest people:Atheory of self-concept maintenance[J].Journal of Marketing Research,2008,45(6):633-644.
[43]O’Fallon MJ,Butterfield KD.Moral differentiation:Exploring boundaries of the“monkey see,monkey do”perspective[J].Journal of Business Ethics,2011,102(3):379-399.
[44]Fang E,Evans KR,Zou S.The moderating effect of goal-setting characteristics on the sales control systems-job performance relationship[J].Journal of Business Research,2005,58(9):1214-1222.
[45]Tang TLP,Sutarso T.Falling or not falling into temptation?Multiple faces of temptation,monetary intelligence,and unethical intentions across gender[J].Journal of Business Ethics,2013,116(3):529-552.
[46]Samnani AK,Salamon SD,Singh P.Negative affect and counterproductive workplace behavior:The moderating role of moral disengagement and gender[J].Journal of Business Ethics,2014,119(2):235-244.
[47]Baron RM,Kenny DA.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations[J].Journal of Personality and Social Psychology,1986,51(6):1173.
[48]Carter CR.Ethical issues in international buyer-supplier relationships:A dyadic examination[J].Journal of Operations Management,2000,18(2):191-208.
[49]Chen C.Goal-setting and unethical behavior:A regulatory focus perpestive[C].IACMR conference paper,2012.
[2]Wilkins AM,Hermanson DR,Cohen JR.Do compensation committee members perceive changing CEO incentive performance targets mid-cycle to be fair?[J].Journal of Business Ethics,2015:1-16.
[3]Fisher JG,Peffer SA,Sprinkle GB,et al.Performance target levels and effort:Reciprocity across single-and repeated-interaction settings[J].Journal of Management Accounting Research,2015,27(2):145-164.
[4]Liu D,Gong Y,Zhou J,et al.Human resource systems,employee creativity,and firm innovation:The moderating role of firm ownership[J].Academy of Management Journal,2016:amj.2015.0230.
[5]Golden TD,Veiga JF.Self-estrangement’s toll on job performance the pivotal role of social exchange relationships with coworkers[J].Journal of Management,2015:0149206315615400.
[6]Guinot J,Chiva R,Mallén F.Linking altruism and organizational learning capability:A study from excellent human resources management organizations in Spain[J].Journal of Business Ethics,2015:1-16.
[7]Barsky A.Understanding the ethical cost of organizational goal-setting:A review and theory development[J].Journal of Business Ethics,2008,81(1):63-81.
[8]Kaptein M.Understanding unethical behavior by unraveling ethical culture[J].Human Relations,2011,64(6):843-869.
[9]KPMG F.Integrity Survey 2008-2009[R].Washington,DC:KPMG,2008.
[10]Ethics Resource Center.National business ethics survey of fortune500 employees[R].Washington,DC:Ethics Resource Center,2012.
[11]Lu CS,Lin CC.The effects of ethical leadership and ethical climate on employee ethical behavior in the international port context[J].Journal of Business Ethics,2014,124(2):209-223.
[12]Ethics Resource Centre.2013 National business ethics survey of the US workforce[R].Retrieved 12 May,2014 from http://www.ethics.org/downloads/2013NBESFinal Web.pdf.
[13]Niven K,Healy C.Susceptibility to the‘dark side’of goal-setting:Does moral justification influence the effect of goals on unethical behavior?[J].Journal of Business Ethics,2015:1-13.
[14]Harris J,Bromiley P.Incentives to cheat:The influence of executive compensation and firm performance on financial misrepresentation[J].Organization Science,2007,18(3):350-367.
[15]Kish-Gephart JJ,Harrison DA,Trevi?o LK.Bad apples,bad cases,and bad barrels:Meta-analytic evidence about sources of unethical decisions at work[J].Journal of Applied Psychology,2010,95(1):1.
[16]Shantz A,Latham G.The effect of primed goals on employee performance:Implications for human resource management[J].Human Resource Management,2011,50(2):289-299.
[17]Welsh DT,Ordó?ez LD.The dark side of consecutive high performance goals:Linking goal setting,depletion,and unethical behavior[J].Organizational Behavior and Human Decision Processes,2014,123(2):79-89.
[18]Shalvi S,Handgraaf MJJ,De Dreu CKW.Ethical manoeuvring:Why people avoid both major and minor lies[J].British Journal of Management,2011,22(s1):S16-S27.
[19]Bandura A.Moral disengagement in the perpetration of inhumanities[J].Personality and Social Psychology Review,1999,3(3):193-209.
[20]Bandura A.Selective moral disengagement in the exercise of moral agency[J].Journal of Moral Education,2002,31(2):101-119.
[21]Locke EA,Shaw KN,Saari LM,et al.Goal setting and task performance:1969-1980[J].Psychological Bulletin,1981,90(1):125.
[22]Locke EA,Latham GP.A theory of goal setting&task performance[M].Prentice-Hall,Inc,1990.
[23]Barsky A,Kaplan SA.If you feel bad,it's unfair:A quantitative synthesis of affect and organizational justice perceptions[J].Journal of Applied Psychology,2007,92(1):286.
[24]Clor-Proell SM,Kaplan SE,Proell CA.The impact of budget goal difficulty and promotion availability on employee fraud[J].Journal of Business Ethics,2015,131(4):773-790.
[25]Cadsby CB,Song F,Tapon F.Are you paying your employees to cheat?An experimental investigation[J].The BE Journal of Economic Analysis&Policy,2010,10(1).
[26]Jensen MC.Paying people to lie:The truth about the budgeting process[J].European Financial Management,2003,9(3):379-406.
[27]Staw BM,Boettger RD.Task revision:A neglected form of work performance.Academy of Management Journal,1990,33,534-559.
[28]Barsky A.Investigating the effects of moral disengagement and participation on unethical work behavior[J].Journal of Business Ethics,2011,104(1):59-75.
[29]Huang X,Iun J,Liu A,et al.Does participative leadership enhance work performance by inducing empowerment or trust?The differential effects on managerial and non-managerial subordinates[J].Journal of Organizational Behavior,2010,31(1):122-143.
[30]Huang X,Shi K,Zhang Z,et al.The impact of participative leadership behavior on psychological empowerment and organizational commitment in Chinese state-owned enterprises:The moderating role of organizational tenure[J].Asia Pacific Journal of Management,2006,23(3):345-367.
[31]Detert JR,Trevi?o LK,Sweitzer VL.Moral disengagement in ethical decision making:A study of antecedents and outcomes[J].Journal of Applied Psychology,2008,93(2):374.
[32]Bandura A,Barbaranelli C,Caprara GV,et al.Mechanisms of moral disengagement in the exercise of moral agency[J].Journal of Personality and Social Psychology,1996,71(2):364.
[33]Street MD,Douglas SC,Geiger SW,et al.The impact of cognitive expenditure on the ethical decision-making process:The cognitive elaboration model[J].Organizational Behavior and Human Decision Processes,2001,86(2):256-277.
[34]Kish-Gephart J,Detert J,Trevi?o LK,et al.Situational moral disengagement:Can the effects of self-interest be mitigated?[J].Journal of Business Ethics,2014,125(2):267-285.
[35]Ashforth BE,Anand V.The normalization of corruption in organizations[J].Research in Organizational Behavior,2003,25:1-52.
[36]Narayanaswamy R,Grover V,Henry RM.The impact of influence tactics in information system development projects:A control-loss perspective[J].Journal of Management Information Systems,2013,30(1):191-226.
[37]Lamm E,Tosti-Kharas J,King CE.Empowering employee sustainability:Perceived organizational support toward the environment[J].Journal of Business Ethics,2015,128(1):207-220.
[38]Gallie D.Direct participation and the quality of work[J].Human Relations,2013,66(4):453-473.
[39]Tenbrunsel AE,Wade-Benzoni KA,Messick DM,et al.Understanding the influence of environmental standards on judgments and choices[J].Academy of Management Journal,2000,43(5):854-866.
[40]Moore C,Detert JR,Klebe Trevi?o L,et al.Why employees do bad things:Moral disengagement and unethical organizational behavior[J].Personnel Psychology,2012,65(1):1-48.
[41]Gino F,Margolis JD.Bringing ethics into focus:How regulatory focus and risk preferences influence(un)ethical behavior[J].Organizational Behavior and Human Decision Processes,2011,115(2):145-156.
[42]Mazar N,Amir O,Ariely D.The dishonesty of honest people:Atheory of self-concept maintenance[J].Journal of Marketing Research,2008,45(6):633-644.
[43]O’Fallon MJ,Butterfield KD.Moral differentiation:Exploring boundaries of the“monkey see,monkey do”perspective[J].Journal of Business Ethics,2011,102(3):379-399.
[44]Fang E,Evans KR,Zou S.The moderating effect of goal-setting characteristics on the sales control systems-job performance relationship[J].Journal of Business Research,2005,58(9):1214-1222.
[45]Tang TLP,Sutarso T.Falling or not falling into temptation?Multiple faces of temptation,monetary intelligence,and unethical intentions across gender[J].Journal of Business Ethics,2013,116(3):529-552.
[46]Samnani AK,Salamon SD,Singh P.Negative affect and counterproductive workplace behavior:The moderating role of moral disengagement and gender[J].Journal of Business Ethics,2014,119(2):235-244.
[47]Baron RM,Kenny DA.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations[J].Journal of Personality and Social Psychology,1986,51(6):1173.
[48]Carter CR.Ethical issues in international buyer-supplier relationships:A dyadic examination[J].Journal of Operations Management,2000,18(2):191-208.
[49]Chen C.Goal-setting and unethical behavior:A regulatory focus perpestive[C].IACMR conference paper,2012.