Corporate psychopathy: a strategic human resource perspective

Purpose The review examines how corporate psychopathy manifests within an organization. This paper aims to raise awareness about the impact of corporate psychopathic behaviors, how to identify psychopathic individuals, and what HR can learn to help mitigate these risks. Design/methodology/approach Through a review of recent literature and reports, the manuscript presents a framework for corporate psychopathy and how deviant behaviors are intensified by insufficient HR knowledge, training, and proper organizational resources. Findings The review uncovers that corporate psychopathy is a growing concern among many law enforcement and forensic psychologists, but has failed to make its way into HR research and training. While literature suggests that about 1% of the general male population are psychopaths, as high as 4% of corporate executives could have psychopathic tendencies. This is a significant concern for HR professionals hoping to navigate complex cultural dynamics and workplace environments. Research limitations/implications Future research should explore how strategic human resource management can prevent the hiring and promotion of deviant psychopathic individuals. Practical implications This paper builds on recent research to highlight the importance of human resources, employee training, and organizational actions to stop psychopathic individuals from harming the firm and its employees. Future research should focus on the role of HR in threat management initiatives and on preventing the hiring and promotion of deviant individuals. Originality/value There is a lack of HR research examining corporate psychopathy. This paper adds to our understanding of psychopathic behavior in the workplace and its impact on the environment.