August 2024
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Current Psychology
Counterproductive work behavior (CWB) is prevalent in employees’ daily work and can be extremely destructive. Although a growing body of research has focused on the effects of CWB, little is known about its effects from the bystander perspective. To address this gap, we integrated insights from social conflict and social combustion theories to explore why, when, and how group CWB affects bystander CWB through two studies. In study 1, 312 employees were sampled using a scenario simulation experimental design. The results showed that the positive relationship between group CWB and bystander organization-directed CWB (CWBO) is stronger under leadership-avoidant conflict management. In addition, exonerating cognition and moral disengagement played serial mediating roles in the positive relationship between group CWB and bystander CWBO. Study 2 confirmed the robustness of the results of Study 1 using two waves of data from 265 employees and specifically explored the effect of group CWB (individual- and organization-directed, namely I and O) on bystander CWB (I and O). In addition, Study 2 demonstrated the negative moderation of leadership-cooperative conflict management. This study contributes to the CWB literature by illustrating new theoretical perspectives, unveiling the underlying mechanisms of the spread of CWB in organizations from a bystander perspective, and offering constructive guidance to practitioners.