Assistant Professor of Management
Waco, TX, UNITED STATES
Dr. Quade’s research focuses on behavioral ethics in the workplace, both ethical and unethical behavior, as well as ethical leadership.
Southern Management Association2015-10-01
2015 Southern Management Association - Ethics/Social Issues/Diversity/Careers Track
Academy of Management - Social Issues in Management Division2015-08-01
Spears School of Business, Oklahoma State University2013-05-01
2012 Southern Management Association
Ph.D., Management (Organizational Behaviour)
Activities and Societies: President MBA Ambassadors, Member of MBA Travel Case Team
Activities and Societies: Men's Basketball manager, Mortar Board, President's Honor Roll, Dean's Honor Roll, Athletic Director's Honor Roll, Big Brothers Big Sisters
Baylor Media Communications
"In this study, we’re asking the questions: When and why are people ostracized – or excluded from the group – while at work?" said the study’s lead author, Matthew J. Quade, Ph.D., assistant professor of management in Baylor’s Hankamer School of Business. "Our research contributes to an ongoing conversation regarding whether people’s competence is more important than morality within the context of organizations."...view more
Oklahoma State University associate professor of management Rebecca Greenbaum with co-authors and former OSU PhD students Julena Bonner, assistant professor at Utah State University, and Matt Quade, assistant professor at Baylor University, investigated the aftermath of unethical behavior on an individual in their latest research...view more
Harvard Business Review
Organizations are typically encouraged to take a hard stand against employees’ unethical behaviors. After all, scandals at Enron, Arthur Anderson, and AIG have shown that unethical behaviors can tarnish an organization’s reputation, lead to considerable monetary losses, and even result in legal prosecutions and corporate shutdowns...view more
Employee unethical behavior continues to be an area of interest as real-world business scandals persist. We investigate what happens after people engage in unethical behavior. Drawing from emotion theories (e.g., Tangney & Dearing, 2002) and the self-presentation literature (e.g., Leary & Miller, 2000), we first argue that people are socialized to experience shame after moral violations (Hypothesis 1). People then manage their shame and try to protect their self-images by engaging in exemplification behaviors (i.e., self-sacrificial behaviors that give the attribution of being a dedicated person; Hypothesis 2). We also examine the moderating role of supervisor bottom-line mentality (BLM; i.e., a supervisor's singular focus on pursuing bottom-line outcomes) in relation to our theoretical model. We argue that high supervisor BLM intensifies the employee unethical behavior to shame relationship (Hypothesis 3) and results in heightened exemplification as a way to protect one's self-image by portraying the self as a dedicated person who is worthy of association (Hypothesis 4). We test our theoretical model across 2 experimental studies and 2 field studies. Although our results provide general support for Hypotheses 1, 2, and 3, our results produced mixed findings for Hypothesis 4. Theoretical and practical implications are discussed.
Rebecca L Greenbaum, Aaron Hill, Mary B Mawritz, Matthew J Quade
Drawing on trait activation theory, we examine a person-situation interactionist model to predict unethical behavior in organizations. In particular, we examine abusive supervision as a condition under which employee Machiavellianism (Mach) is activated and thus more strongly predicts unethical behavior. We offer a more fine-grained analysis of the Mach–trait activation process by specifically examining the interactive effect of each Mach dimension (viz., Distrust in Others, Desire for Control, Desire for Status, and Amoral Manipulation) ...
Examined through the lens of moral psychology, we investigate when and why employees’ unethical behaviors may be tolerated versus rejected. Specifically, we examine the interactive effect of employees’ unethical behaviors and job performance onto relationship conflict, and whether such conflict eventuates in workplace ostracism. Although employees’ unethical behaviors typically go against moral norms, high job performance may provide a motivated reason to ignore moral violations. In this regard, we predict that job performance will mitigate the relationship between employee unethical behavior and workplace ostracism, as mediated by relationship conflict. Study 1, a multisource field study, tests and provides support for Hypotheses 1 and 2. Study 2, also a multisource field study, provides support for our fully specified model. Study 3, a time-lagged field study, provides support for our theoretical model while controlling for employees’ negative affectivity and ethical environment. Theoretical and practical implications are discussed.
Rebecca L Greenbaum, Matthew J Quade, Mary B Mawritz, Joongseo Kim, Durand Crosby
We integrate deontological ethics (Folger, 1998, 2001; Kant, 1785/1948, 1797/1991) with conservation of resources theory (Hobfoll, 1989) to propose that an employee's repeated exposure to violations of moral principle can diminish the availability of resources to appropriately attend to other personal and work domains. In particular, we identify customer unethical behavior as a morally charged work demand that leads to a depletion of resources as captured by employee emotional exhaustion.
RL Greenbaum, MJ Quade, J Bonner
We present a theoretical model of amoral management in an effort to understand impediments to ethical leadership. We posit that a number of anticipated negative consequences of engaging in ethical leadership are positively related to amoral management and these relationships are strengthened by contextual factors. Furthermore, we argue that under certain conditions, amoral managers may experience enough moral motivation to engage in initial ethical leadership practices.
This paper utilizes conservation of resources (COR) theory and two of Hofstede's (1980) dimensions of culture (individualism and power distance) to examine the impact of display rules on job satisfaction and performance in an Indian call center sample. Contrary to findings in an American sample (Wilk & Moynihan, 2005), we proposed that due to cultural differences as well as differences in the nature of the job among representatives in an Indian call center, supervisory focus on display rules would reduce emotional exhaustion, and in turn, have positive consequences for employee performance and job satisfaction. Using multi-source data in a sample of 137 Indian call center representatives, results confirmed the hypothesized mediating effects of emotional exhaustion on performance and job satisfaction. Implications of these results for future cross-cultural research are presented.