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      A Multi-Functional View of Moral Disengagement: Exploring the Effects of Learning the Consequences

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          Abstract

          This paper takes us beyond the unethical act and explores the use of moral disengagement as a multi-stage, multi-functional regulatory, and coping mechanism that not only allows individuals to engage in unethical behavior, but also manage the negative emotions (i.e., guilt and shame) from learning the consequences of such behavior. A resource-based lens is applied to the moral disengagement process, suggesting that individuals not only morally disengage prior to committing an unethical act in order to conserve their own resources, but also morally disengage as a coping mechanism to reduce emotional duress upon learning of the consequences of their actions, which we describe as post-moral disengagement. These assertions are tested using a scenario-based laboratory study consisting of 182 respondents. Findings indicate that individuals will morally disengage in order to commit an unethical act, will experience negative emotions from having learned of the consequences, and then will engage in post-moral disengagement as a coping mechanism. In addition, the findings suggest that guilt and shame relate differently to moral disengagement.

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          Most cited references46

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          The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits

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            Social Foundations of Thought and Action: A Social-Cognitive View

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              Selective Moral Disengagement in the Exercise of Moral Agency

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                Author and article information

                Contributors
                Journal
                Front Psychol
                Front Psychol
                Front. Psychol.
                Frontiers in Psychology
                Frontiers Media S.A.
                1664-1078
                26 January 2018
                2017
                : 8
                : 2286
                Affiliations
                [1] 1Narendra P. Loomba Department of Management, Baruch College (CUNY) , New York, NY, United States
                [2] 2Management Department, University of Alabama , Tuscaloosa, AL, United States
                [3] 3Management Department, University of Texas at Arlington , Arlington, TX, United States
                [4] 4Management, Information Systems and Quantitative Methods Department, University of Alabama at Birmingham , Birmingham, AL, United States
                Author notes

                Edited by: Jeremy A. Frimer, University of Winnipeg, Canada

                Reviewed by: Paul Conway, Florida State University, United States; Shane Connelly, University of Oklahoma, United States

                *Correspondence: Katerina Gonzalez katerina.gonzalez@ 123456baruch.cuny.edu

                This article was submitted to Personality and Social Psychology, a section of the journal Frontiers in Psychology

                Article
                10.3389/fpsyg.2017.02286
                5791531
                30913010-f9f7-472b-bfae-72ca75dd52c8
                Copyright © 2018 Tillman, Gonzalez, Whitman, Crawford and Hood.

                This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

                History
                : 21 August 2017
                : 15 December 2017
                Page count
                Figures: 2, Tables: 5, Equations: 0, References: 61, Pages: 14, Words: 12131
                Categories
                Psychology
                Original Research

                Clinical Psychology & Psychiatry
                moral disengagement,conservation of resources (cor),unethical behavior,guilt,shame

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