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In the era of the service economy, the personalized needs of customers are increasing rapidly. It often occurs that front-line employees bend organizational rules to help customers. The study sought to explore the influence mechanism of servant leadership on specific dimensions of customer-oriented deviance from the manager’s perspective, examine the mediating role of psychological security, and the moderating role of error management climate in the process.

We conducted an online survey study in China from April 10 to 29, 2023. We use online survey questionnaire technique and random sampling method for data collection. The authors collected 385 questionnaires from China and tested the model by SPSS 26.0 and AMOS 24.0.

The results show that servant leadership significantly promotes employees' deviant customer-oriented behaviors, psychological security plays a mediating role between servant leadership and deviant customer-oriented behaviors, and error management climate has a positive moderating effect between servant leadership and deviant customer-oriented behaviors.

This study explores the influence mechanism of servant leadership on deviant customer-oriented behaviors. The results of this study not only enrich the theoretical research on the formation mechanism of deviant customer-oriented behaviors but also provide a reference for leaders to correctly view and effectively manage employees' deviant customer-oriented behaviors.

This study investigate the correlation between authoritarian leadership and organizational deviance. Furthermore, it seeks to explore the mediating role of emotional exhaustion in this relationship.

The data were obtained from 398 frontline service employees and their immediate supervisors at 25 five-star hotels. Data were collected on different occasions.

The results indicate that authoritarian leadership has a positive and significant relationship with organizational deviance. We also conclude that emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.

The present research suggests that managers can decrease emotional exhaustion and, consequently, organizational deviance, by avoiding an authoritarian leadership style. Additionally, the theoretical and managerial implications of the present study can be utilized to reduce organizational deviance.

The present study adds to the existing literature on authoritarian leadership, emotional exhaustion and organizational deviance by offering a possible explanation for how emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.

This study aims to explore the impact of psychosocial entitlement on workplace deviance, particularly in contexts marked by increased job autonomy. Additionally, this study delves into the organizational factors, including perceived support and justice, which play a crucial role in this dynamic.

Applying social exchange theory (SET), this study contends that fostering a fair and supportive workplace can deter entitled employees from workplace deviance. This study used time-lagged, multi-source data to analyse the interplay between psychological entitlement and workplace deviance in the presence of job autonomy and to assess the influence of perceived organizational justice and support. This study’s analysis uses SmartPLS for partial least square-structural equation modelling.

The study’s results indicate an elevated sense of entitlement among employees working autonomously and a heightened propensity for deviant behaviour when psychological entitlement increases. Yet, the data revealed moderating effects of perceived organizational support on the relationship between psychological entitlement and workplace deviance. A post hoc analysis found full mediation effects by psychological entitlement on the relationship between perceived organizational justice and workplace deviance.

To enhance organizational dynamics, management should prioritize promoting employee perceptions of organizational justice and support through impartial human resource policies, consistent policy implementation, initiatives such as virtual learning, improved mental health benefits and measurement tools for feedback on justice and support measures.

An essential theoretical contribution of this research resides in its extension beyond the conventional application of SET, traditionally associated with reciprocity in the workplace. This study showcases its effectiveness in elucidating the impact of psychosocial factors on reciprocity in organizational dynamics.

The existing hospitality and tourism literature indicates a discrepancy in the findings related to the socio-demographic variables' impact on hotel employees' socio-emotional factors and behavioral outcomes. This study aims to provide a comprehensive understanding of this topic.

Using a questionnaire, primary data were gathered from hotel employees in the Union Territory of Jammu and Kashmir, India from February to June 2022. A total of 416 valid responses collected through offline mode were used in the data analysis. Multiple linear regressions were done using SPSS V.29.

The findings show that the socio-demographic characteristics of respondents significantly affect socio-emotional factors at work as well as interpersonal deviance and organizational deviance.

Policymakers and hotel managers can implement training and development programs that assist hotel employees with diversified socio-demographic attributes in handling stress, developing their emotional intelligence and minimizing workplace deviance. The study also provides hotel managers with actional recommendations to reduce work–family conflict, social disparity among employees and their emotional exhaustion.

The study adds to the literature with a comprehensive framework regarding the role of various socio-demographic traits in fostering interpersonal deviance, organizational deviance and socio-emotional factors at work.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-04-2023-0304

This study aims to explore the impact of organizational climates on constructive workplace deviance by examining staff attitudes to four dimensions of institutional climate: academic; administrative; developmental; and financial. Though carried out with exclusively academic staff working in university environments, it has considerable potential as a pilot for adaptation to the needs of managers and carers working with intellectually challenged offenders and their families.

Data from a purposive (non-probability) sample of 357 academicians used in technical education in public or private organizations were collected electronically using a Likert-type questionnaire. Analytic techniques used in this study include measurement model assessment and structural equation modeling.

Respondents indicated that institutional climate significantly influences employees in how they exhibit constructive deviance in their workplace behavior. Practices such as whistle blowing, prosocial rule-breaking and openly expressing their concerns are common symptoms exhibited in constructive deviant behavior. An employee who is positively influenced by the organization’s climate would stand up against any policy or activity that could disrupt or harm the company’s operations and reputation. Results imply that, of the four climate variables analysed, financial climate has the most influence on positive deviance, followed by developmental and administrative climates, with academic climate having the least influence.

The current study’s target population is the academicians working as faculty members in the field of technical education, having multiple implications for the management of institutions. The findings of the study emphasize the significance of their workplace policies and ethics. Given the indication that financial climate appeared to be the most influential of the dimensions under study, this would emphasize the need to develop an environment where there is no irrelevant discrimination in pay based solely on gender, caste or creed.

To the best of the authors’ knowledge, this study is the first attempt to understand and describe its four key elements together as contributory factors to constructive deviance in an organization.

The purpose of this study is to empirically examine how the seven human resource management (HRM) practises, namely, leadership development, professional investment, egalitarian practises, developmental appraisals, family-friendly practises, engagement practises and generous benefits, are associated with perceived organisational support (POS) and destructive deviance in the context of Indian organisational culture.

In total, 265 middle-level IT personnel provided the study's data. To test the suggested study hypotheses, confirmatory factor analysis and PROCESS Macros were used.

Results show that putting in place leadership development, professional investment, egalitarian practises, developmental appraisal, family-friendly practises, engagement practises and generous benefits generates POS that, in turn, significantly contributes to reducing destructive deviance. Additionally, POS was found to partially mediate the relationship between perceived HRM practises and destructive deviance.

The results would help firms reduce detrimental employee deviation. To do this, managers must develop and put into effect the seven HRM practises, which demonstrate to workers that the organisation appreciates their contributions and cares about their well-being, thereby lowering disruptive deviance. In essence, IT businesses should carefully plan and implement the HRM practises they expressly want to use rather than mindlessly copying those of rival organisations. Furthermore, to adapt to the workforce's evolving needs, these HRM practises must be properly matched with both individual and organisational goals.

By including destructive deviance as a result of POS, this study adds to the body of research on organisational support theory. The literature on POS and negative behaviours will take a new turn with such a focus on destructive deviance. Additionally, this study encourages academics to investigate an underlying mechanism that accounts for how HRM practises affect employees' conduct. This study also adds to the sparse body of knowledge on POS for non-Western workers. The study's findings confirm that POS is a crucial concept for both Asian and Western workers.

Antecedents and outcomes of workplace deviance have been studied over the past few decades but there is still a lack of research from an organizational climate, witness and cultural point of view. Theoretical considerations for the present research are based on the social cognitive theory perspective where the authors expect employees's involvement in workplace destructive deviance would depend on their organizational climate perception, witness behavior and cultural orientation.

A total of 987 participants from India (N = 404) and USA (N = 583) completed an online questionnaire, and multi-group structural equation modeling analysis was conducted to test the hypothesized model.

Across cultural groups, higher collectivism is associated with lower engagement in workplace deviance. Furthermore, employees' higher intervening witness behavior is associated with lower destructive deviant behaviors when employees showed higher endorsement of collectivism in India (not USA). However, employees' higher self-serving witness behavior is associated with higher destructive deviant behaviors. Interestingly, employees with higher endorsement of individualism associated with organizational climate are more likely to engage in destructive deviance.

The main originality of this study is to further increase the understanding of the relationship between organizational climate, witness behavior (self-serving and intervening behavior) and workplace deviance (organizational and interpersonal destructive deviance) considering the role of employees' cultural orientation (individualism vs collectivism).

Drawing on the social information processing theory, this study aims to adopt a moderated mediation model to investigate the mediation role of cognitive crafting and the moderation role of regulatory focus in the relationship between perceived deviance tolerance and employee innovative behavior.

A questionnaire study with 181 employees from a state-owned communications technology company in China was conducted through a two-wave survey, with a one-month lagged design. The model is tested through confirmatory factor analysis, correlation analysis and PROCESS bootstrapping program in SPSS24.0 and AMOS22.0 software.

This study confirms that perceived deviance tolerance is positively related to innovative behavior, while cognitive crafting mediates the relationship between perceived deviance tolerance and innovative behavior. Furthermore, the promotion focus positively moderates the relationship between perceived deviance tolerance and cognitive crafting, and higher promotion focus enhances the mediating effect of cognitive crafting on the relationship between perceived deviance tolerance and innovative behavior. The prevention focus negatively moderates the relationship between perceived deviance tolerance and cognitive crafting, and higher prevention focus weakens the mediating effect of cognitive crafting on the relationship between perceived deviance tolerance and innovative behavior.

Organizations need to establish a tolerant and inclusive management system and create a harmonious working atmosphere to provide a platform basis to inspire the innovative behavior of employees. Also, regulatory focus variables are suggested to be considered in organizational human resource management processes (e.g. recruitment and training) to improve organizational person–job fit.

The primary contribution of this study is to confirm that perceived deviance tolerance has a positive impact on innovation behavior and thereby providing a new perspective to understand the impact effect of perceived deviance tolerance. Another contribution the study explores the mechanisms and boundary conditions of perceived deviance tolerance on innovative behavior fills the theoretical gap of perceived deviance tolerance.

Literature sparsely documents the association between the deviant behavior of a firm and its financial policies. Trade credit is one of the most critical financial policies of a firm. In this study, the authors examine the association between strategic deviance and trade credit.

The authors explore a strategy-based explanation for trade credit by examining whether strategic deviance affects trade credit using a sample of 33 countries from 1996 to 2020. The authors test the hypothesis using static OLS regression models. To address autocorrelation and endogeneity issues, the authors use dynamic OLS models, lag models, and instrumental variable approach.

The authors find that an increase in strategic deviance reduces both demand and supply of trade credit, and the study’s results indicate that a one standard deviation increase in strategic deviance leads to a 1.34% decrease in the demand for trade credit. Also, a one standard deviation increase in strategic deviance leads to a 2.26% fall in the supply of trade credit.

This study facilitates managers to formulate trade credit policies when choosing a deviant strategy.

To the best of the authors’ knowledge, this is the first study to explore the association between strategic deviance and trade credit policies.

Drawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees’ organizational and interpersonal deviance. Specifically, this study explored the mediating effect of distributive and procedural justice, as well as the moderating effect of justice sensitivity.

The focal research analyzed multiphase survey data from 267 frontline service employees with structural equation modeling.

The results revealed that perceived organizational exploitation induced frontline hospitality employees’ organizational and interpersonal deviance through their perceptions of distributive and procedural justice. Moreover, employees’ justice sensitivity amplified perceived organizational exploitation’s harmful impact on justice perceptions and its conditional influence on organizational and interpersonal deviance.

Organizations should take actions to reduce the occurrence of exploitation to prevent employees’ workplace deviance behaviors. Moreover, organizations can foster employees’ justice perceptions and take care of employees with strong justice sensitivity to reduce the destructive behaviors triggered by organizational exploitation.

By investigating frontline employees’ workplace deviant behaviors, this research identifies new outcomes of exploitation by hospitality organizations. Moreover, the research contributes by offering a justice-based perspective to understand the effects of perceived organizational exploitation. Furthermore, this research helps identify a new boundary condition of being exploited by organizations.