The goals of the current study were to examine the antecedents and boundary conditions of a new construct called unethical pro-organizational behavior (UPB) defined as behaviors that are unethical but at the same time helping the organizations (e.g., giving a low performing employee a letter of recommendation to help him/her find a job in another organization). Drawing from social exchange theory, antecedents such as leader-member exchange, perceived organizational support, idiosyncratic deals, and leader-member exchange were hypothesized to be positively related to UPB Three moderators of the impact of the social exchange variables on UPB: were also investigated: moral identity, psychological entitlement, and supervisor's embodiment of the organization. Data was collected in a cross-sectional survey from 269 employees and 144 supervisors. The hypotheses were tested using correlations and moderated multiple regressions. The results indicate that none of the hypotheses were supported. However, there were some interesting unexpected findings as some social exchange variables were found to correlate negatively with UPB. Implications for future research and practice are discussed.

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