Organizational incivility: a conceptual framework

Abstract

Purpose Overall, the purpose of this paper is to define and delineate the meaning of the concept of Organizational Incivility (OI) by examining its features, scope and implications. Furthermore, it depicts a set of research propositions aiming to guide future research. Design/methodology/approach Toward this end, this paper draws upon the literature of workplace incivility, unethical behavior, organizational dark side behavior and corporate social irresponsibility, which have been examined through distinct theoretical streams and frames them under the lens of OI concept. The ensuing analysis focuses on some well-known business-cases and their tragic consequences. In doing so, it also argues that the OI concept provides a solid theoretically based framework about how uncivil mindset have been specifically shaped at the organizational level. Findings Overall, it is proposed that OI is a by-product of conscious (bad) decisions in which the organizational leaderships are allured, at some point and for distinct reasons, to embrace moral disengagement and unethical choices. In doing so, the organizations overlook or neglect their commitments to society’s well-being and environmental preservation. As a result, the organizations start to play a dirty game without any sense of respect for those that rely on them (i.e. consumers and citizens). Practical implications The implementation of strict ethical codes and governance measures have proved not to be enough to contain the OI practices. In this regard, organizational leaderships should question themselves if their companies are truly aligned with a civilized conduct. In turn, government agencies, federal laws and institutions dedicated to preserve people’s well-being should play a more incisive role by identifying and stifling the organizational dark side. Originality/value On the face of it, it is argued that a myriad of demonstrations of organizational dark side that are identified worldwide can be theoretically explored through the lens of OI and therein lies the major contribution of this work. More specifically, it demonstrates that incivility can go, in fact, beyond organization frontiers spilling over the stakeholders in a negative manner and damaging the interactions. Further, it also contributes to theory by suggesting that OI is a process carefully designed by the organizational leaderships to achieve obscure goals and/or darker purposes.