Skip to Main Content
HBS Home
  • About
  • Academic Programs
  • Alumni
  • Faculty & Research
  • Baker Library
  • Giving
  • Harvard Business Review
  • Initiatives
  • News
  • Recruit
  • Map / Directions
Working Knowledge
Business Research for Business Leaders
  • Browse All Articles
  • Popular Articles
  • Cold Call Podcasts
  • About Us
  • Leadership
  • Marketing
  • Finance
  • Management
  • Entrepreneurship
  • All Topics...
  • Topics
    • COVID-19
    • Entrepreneurship
    • Finance
    • Gender
    • Globalization
    • Leadership
    • Management
    • Negotiation
    • Social Enterprise
    • Strategy
  • Sections
    • Book
    • Cold Call Podcast
    • HBS Case
    • In Practice
    • Lessons from the Classroom
    • Op-Ed
    • Research & Ideas
    • Research Event
    • Sharpening Your Skills
    • What Do You Think?
    • Working Paper Summaries
  • Browse All
    • COVID-19 Business Impact Center
      COVID-19 Business Impact Center
      Thick as Thieves? Dishonest Behavior and Egocentric Social Networks
      25 Feb 2015Working Paper Summaries

      Thick as Thieves? Dishonest Behavior and Egocentric Social Networks

      by Jooa Julia Lee, Dong-Kyun Im, Bidhan L. Parmar and Francesca Gino
      In a series of laboratory and online experiments, the authors examined the relational and psychological consequences of dishonest behavior. Findings suggest that individuals' perceived social relationships are key to regulating human morality. While earlier research has shown that a cohesive social network can temper one's moral behavior through shared norms, this new work demonstrates a flip-side: People often construct their own social network as a way to defend themselves from threatening information.
      LinkedIn
      Email

      Author Abstract

      People experience a threat to their moral self-concept in the face of discrepancies between their moral values and their unethical behavior. We theorize that people's need to restore their view of themselves as moral activates thoughts of a high-density personal social network. Such thoughts also lead people to more likely engage in further unethical behavior. In five experiments, participants reflected on their past unethical behavior, and then completed a task designed to measure network density. Those who cheated more frequently in the past, recalled their negative moral identity, or decided to lie were more likely to activate a high-density network (Experiments 1-3). Using a mediation-by-moderation approach (Experiment 4), we confirm that this link between dishonesty and network density is explained by a threat to positive self-concept. Importantly, activating a dense network after engaging in dishonest behavior allows further dishonest behavior in a subsequent task (Experiment 5).

      Paper Information

      • Full Working Paper Text
      • Working Paper Publication Date: February 2015
      • HBS Working Paper Number: 15-064
      • Faculty Unit(s): Negotiation, Organizations & Markets
          Trending
            • 29 Oct 2020
            • Research & Ideas

            The COVID Gender Gap: Why Fewer Women Are Dying

            • 13 Jul 2020
            • Research & Ideas

            Merck CEO Ken Frazier Discusses a COVID Cure, Racism, and Why Leaders Need to Walk the Talk

            • 25 Feb 2019
            • Research & Ideas

            How Gender Stereotypes Kill a Woman’s Self-Confidence

            • 19 Jan 2021
            • In Practice

            Leadership Advice for Biden: Restore a Sense of Calm

            • 01 Nov 2020
            • Research & Ideas

            Good Leadership Is an Act of Kindness

        Francesca Gino
        Francesca Gino
        Tandon Family Professor of Business Administration
        Unit Head, Negotiation, Organizations & Markets
        Contact
        Send an email
        → More Articles
        Find Related Articles
        • Theory
        • Society

        Sign up for our weekly newsletter

        Interested in improving your business? Learn about fresh research and ideas from Harvard Business School faculty.
        ǁ
        Campus Map
        Harvard Business School Working Knowledge
        Baker Library | Bloomberg Center
        Soldiers Field
        Boston, MA 02163
        Email: Editor-in-Chief
        →Map & Directions
        →More Contact Information
        • Make a Gift
        • Site Map
        • Jobs
        • Harvard University
        • Trademarks
        • Policies
        • Digital Accessibility
        Copyright © President & Fellows of Harvard College