Table 9 Thematic analysis of Cluster 2.

1

• OI

• National Culture

• Attitudes and Behavior

Meta-analytic review of 86 papers.

Employee attitudes and behaviors significantly influence OI.

Causal directions between or among variables.

2

• OI

• Moral disengagement

• Unethical Pro-Organizational Behavior (UPB)

Quantitative study;

Three studies were conducted in the USA and China.

In the workplace, OI positively correlates with UPB.

Examining UPB with cultural differences.

3

• Workplace ostracism

• OI

• perceived job mobility

• OCB

Longitudinal 2-wave study in China

OI reduced OCB by ostracizing workers.

To examine identification with workplace aggression.

4

• OI

• Organization’s Reputation

Exploratory investigation.

A sample of 803 legislative references.

High reputation is a burden when there is low identification, but it is beneficial when there is high stakeholder identification.

When negative events occur, it is necessary to investigate constructs such as organizational culture and leadership reputation.

5

• Leader Member Exchange

• OI

• Job satisfaction

• Job security

306 South China employees participated in a two-phase data survey.

There is a positive correlation between LMX and job satisfaction through OI.

Test other boundary constructs such as job type or job tenure.

6

• Theoretical research

Explored the “narcissistic OI” concept as a variant of OI.

A theoretical framework stating how the antecedents of conservative OI lead to narcissism.

Research on the extent to which narcissism is relevant to social collectives.

7

• Leader member exchange (LMX)

• OI

• Relative LMX

• Knowledge hiding

The study is a 3-stage longitudinal study with a time lag of 2 months.

Based on the personalization between the leader and their subordinates, knowledge-hiding behaviors will emerge.

To examine the impact of knowledge hiding on organizational outcomes.