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Much has been written about the importance of embracing corporate social responsibility (CSR), but the author presents the findings to date about its evil cousin: corporate social irresponsibility (CSiR). She shows how unrealistic performance expectations, a pressure-cooker culture and stress are just some of the factors that lead to irresponsible workplace behaviour. She then advises what leaders can do to eradiate CSiR, including increasing diversity and ensuring that espoused values are enacted. She also discusses the role of the board and indicates how regulation can help.

Counterproductive Work Behaviour (CWB) is an umbrella term that refers to intentional behaviour by employees that harms or intends to harm an organization or the people in it, including employees and customers. It can run the gamut from nasty interpersonal behaviour (insulting or yelling at someone) to behaviour directed toward inanimate objects (sabotage and theft) to purposely doing work incorrectly or withdrawing from an organization via absence or lateness. The authors describe the individual and environmental factors that increase the likelihood of 'CWB', which include interpersonal conflict amongst employees; job insecurity; and perceptions of organizational injustice. In the end, the authors show that careful selection processes are not a sufficient solution to the problem of CWB: steps must also be taken to reduce triggers as much as possible by reducing unnecessary stressors, treating employees fairly, and mediating disputes between coworkers.

In the sports arena as in the workplace, leaders can decrease counterproductive behavior by fostering organizational commitment and perceptions of fairness. Traditionally, job performance has been measured in terms of specific task-related statements and behaviors: did the employee accomplish the list of tasks set out in the job description? Current approaches pay attention to a much broader range of behaviors that, when present, can add value to an organization by helping it achieve its goals and contributing to the social and psychological work environment. By studying performance data from the NBA and NHL, the author comes to the conclusion that managers can increase organizational citizenship behavior and decrease counterproductive behavior by focusing on engendering employee satisfaction, organizational commitment, perceptions of fairness, and trust in leadership, all of which create an environment that encourages altruistic acts.