This study investigates organizational conspiracy as a form of counterproductive work behavior (CWB) among ethnic minority employees, focusing on the roles of perceived organizational justice and social identity. Organizational conspiracy involves covert actions, such as rumor-spreading or secret coordination, that undermine trust and cooperation.
Data were collected from 300 employees across public and private organizations using validated scales for organizational conspiracy, organizational justice, and social identity. Descriptive analysis showed moderate conspiracy tendencies (M = 2.85, SD = 0.72) and high levels of social identity (M = 3.58, SD = 0.70), with perceived justice at a moderate-high level (M = 3.42, SD = 0.65). Correlation analyses revealed a significant negative relationship between justice and conspiracy (r = –0.52, p < .01) and a positive association between social identity and conspiracy (r = 0.36, p < .01). Multiple regression confirmed that organizational justice negatively predicts conspiracy behaviors (β = –0.50, p < .001) while social identity positively predicts them (β = 0.30, p < .001), explaining 43% of the variance. SEM analysis further showed that justice moderates the effect of social identity on conspiracy (interaction β = –0.30, p < .01). Conspiracy behaviors, in turn, negatively affected organizational commitment (β = –0.25, p < .001) and citizenship behaviors (β = –0.41, p < .001). These findings highlight that perceived fairness and inclusive practices are crucial for reducing covert counterproductive behaviors and strengthening trust and engagement among minority employees.
Table of Contents
Abstract
1. Introduction
2. Research Problem
3. Research Hypotheses
4. Purpose of the Study
3- Literature Review:
3.1. Organizational Conspiracy
3.2. Counterproductive Work Behavior (CWB)
3.3. Ethnic Minority Status
3.4. Integrative View: Linking Organizational Conspiracy, Counterproductive Behavior, and Ethnic Minority Status
4-Methodological Framework:
4.1. Research Design
4.2. Population and Sample
4.3. Data Collection Instruments
4.4. Reliability and Validity
4.5. Data Collection Procedures
4.6. Data Analysis Techniques
4.7. Distribution of Sample by Age, Marital Status, and Work Experience
5. Results and Discussion:
5.1. Descriptive Statistics
5.2. Correlation Analysis
5.3. Regression Analysis
5.4. Structural Equation Modeling (SEM)
5.5. Summary of SEM Diagram of Research Hypotheses
5.5.2. Managerial Implications
5.6. Hypotheses Testing and Interpretation
6. Conclusion and Recommendations
7. References:
About the Author
Abstract
This study investigates organizational conspiracy as a form of counterproductive work behavior (CWB) among ethnic minority employees, focusing on the roles of perceived organizational justice and social identity. Organizational conspiracy involves covert actions, such as rumor-spreading or secret coordination, that undermine trust and cooperation. Data were collected from 300 employees across public and private organizations using validated scales for organizational conspiracy (α = 0.88), organizational justice (α = 0.90), and social identity (α = 0.85). Descriptive analysis showed moderate conspiracy tendencies (M = 2.85, SD = 0.72) and high levels of social identity (M = 3.58, SD = 0.70), with perceived justice at a moderate-high level (M = 3.42, SD = 0.65). Correlation analyses revealed a significant negative relationship between justice and conspiracy (r = –0.52, p < .01) and a positive association between social identity and conspiracy (r = 0.36, p < .01). Multiple regression confirmed that organizational justice negatively predicts conspiracy behaviors (β = –0.50, p < .001) while social identity positively predicts them (β = 0.30, p < .001), explaining 43% of the variance. SEM analysis further showed that justice moderates the effect of social identity on conspiracy (interaction β = –0.30, p < .01). Conspiracy behaviors, in turn, negatively affected organizational commitment (β = –0.25, p < .001) and citizenship behaviors (β = –0.41, p < .001). These findings highlight that perceived fairness and inclusive practices are crucial for reducing covert counterproductive behaviors and strengthening trust and engagement among minority employees.
Keywords: Organizational conspiracy, counterproductive work behavior, ethnic minorities, organizational justice, social identity
1. Introduction
Research on organizational behavior has often focused on visible and direct forms of workplace deviance such as absenteeism, theft, or sabotage (Spector & Fox, 2005, p. 151). However, less visible behaviors especially organizational conspiracy can also damage trust, cooperation, and overall effectiveness. Organizational conspiracy refers to hidden or informal actions that aim to influence or disrupt official organizational decisions and processes. These actions may appear through rumor spreading, secret coordination, or subtle resistance to authority (Boddy, 2011, p. 239). Although such behaviors are less noticeable, they can gradually harm teamwork and organizational performance.
Employees belonging to ethnic minority groups are more vulnerable to these forms of behavior, both as participants and as targets. This vulnerability arises from experiences of discrimination, unequal treatment, and limited access to leadership positions (Roberson, 2006, p. 212). Social Identity Theory (Tajfel & Turner, 1986, p. 7) helps explain this phenomenon by suggesting that individuals seek self-esteem from their group membership. When minority employees feel excluded or undervalued, they may engage in hidden resistance as a way to defend their group’s identity or to regain a sense of control. Organizational Justice Theory (Colquitt, 2001, p. 386) also suggests that when employees perceive unfair treatment in rewards, procedures, or interactions, they are more likely to engage in deviant or defensive behaviors
Despite its relevance, the topic of organizational conspiracy among ethnic minorit ies has received little scientific attention. This study seeks to fill that gap by examining how perceived organizational justice and social identity interact to shape conspiracy behaviors. Understanding these links can help managers design fairer and more inclusive practices that reduce hidden resistance and strengthen trust in organizations.
2. Research Problem
Modern organizations face growing challenges related to employee behavior, and counterproductive work behaviors (CWBs) remain one of the most serious threats to efficiency and morale. Much research has explored visible CWBs, but covert behaviors such as organizational conspiracies remain largely neglected. Among ethnic minority employees, experiences of marginalization and unfair treatment can encourage secretive or resistant actions that erode trust, cooperation, and organizational culture.The central problem is that little is known about how perceptions of justice, group identity, and organizational context interact to produce these behaviors. Most existing studies focus on Western contexts, while research in multicultural and non-Western organizations is scarce. Therefore, the present study seeks to answer the following key question: What is the relationship between ethnic identity, organizational justice, and organizational conspiracy behaviors among ethnic minority employees?.
This question aims to uncover both the psychological processes and organizational conditions that lead to covert counterproductive behaviors.
3. Research Hypotheses
Based on previous theoretical and empirical work, the study proposes the following hypotheses:
· H1: Lower levels of perceived organizational justice are positively associated with higher organizational conspiracy behaviors among ethnic minority employees.
· H2: Stronger ethnic minority social identity is positively associated with the likelihood of engaging in organizational conspiracy behaviors.
· H3: Organizational justice moderates the relationship between social identity and organizational conspiracy, such that low justice strengthens the effect of social identity on conspiracy behaviors.
· H4: Organizational conspiracy behaviors negatively affect organizational commitment and citizenship behaviors among ethnic minority employees.
4. Purpose of the Study
The main goal of this study is to examine organizational conspiracy as a form of counterproductive work behavior among ethnic minority employees, with a focus on the role of organizational justice and social identity . The specific objectives are to:
1. Assess the frequency and nature of conspiracy behaviors among minority employees.
2. Analyze the relationships between organizational justice, social identity, and conspiracy behaviors.
3. Provide recommendations for organizational policies to reduce counterproductive and covert behaviors.
4. Contribute to the theoretical understanding of how ethnic identity and fairness perceptions shape behavior in the workplace.
3- Literature Review:
3.1. Organizational Conspiracy
1. Definition and Concept Organizational conspiracy refers to employees’ beliefs that hidden or unfair intentions exist within their organization or management (Imhoff & Bruder, 2014, p. 25). These beliefs often include the perception that leaders manipulate decisions and distribute resources to benefit specific groups.
2. Literature Context Research indicates that conspiracy thinking emerges when employees experience unfair treatment, lack of transparency, or mistrust in leadership (van Prooijen & van Lange, 2014, p. 112). For many workers, particularly those from minority backgrounds, conspiracy beliefs function as a psychological coping mechanism to manage feelings of exclusion (Douglas et al., 2019, p. 538). In minority contexts, these beliefs often reflect a defensive reaction to discrimination (Uscinski & Parent, 2014, p. 45).
3.2. Counterproductive Work Behavior (CWB)
1. Definition and Concept C WB includes all intentional actions by employees that harm the organization or its members (Spector & Fox, 2005, p. 153). CWBs are voluntary acts usually driven by negative emotions or perceived injustice.
2. Literature Context Research shows that CWBs are influenced by psychological and organizational factors, including perceived unfairness and violation of psychological contracts (Marcus et al., 2016, p. 203). Employees who endorse conspiracy beliefs often interpret management decisions as manipulative or exploitative (Imhoff & Lamberty, 2018, p. 724)
2. Literature Context Research shows that CWBs are influenced by a combination of psychological and organizational factors, including emotional exhaustion, perceived unfairness, and violation of psychological contracts (Marcus et al., 2016, p. 203). When employees believe that management acts dishonestly or fails to meet promises, they may respond with subtle resistance or revenge-like behaviors. CWB is therefore not only a reaction to personal dissatisfaction but also a reflection of how employees perceive fairness and respect within their organization.
3. Relation to Conspiracy Beliefs Employees who endorse conspiracy beliefs often interpret management decisions as manipulative or exploitative (Imhoff & Lamberty, 2018, p. 724). This perception can generate anger, cynicism, or withdrawal from work activities. Consequently, organizational conspiracy can be seen as a cognitive foundation for CWBs where employees begin to act in ways that symbolically resist what they perceive as hidden control or injustice.
3.3. Ethnic Minority Status
1. Definition and Concept CWB An ethnic minority is a group of employees distinguished by shared cultural, linguistic, or ancestral traits, who are fewer in number or hold less power within an organization (Tajfel & Turner, 1986, p. 15). Such groups often differ from the dominant group in terms of visibility, social influence, or access to decision-making.
2. Literature Context Ethnic minorities frequently face stereotyping, marginalization, and limited career opportunities (Cox, 1994, p. 44). These experiences lead to feelings of exclusion and perceived injustice, which may increase psychological vulnerability to conspiracy thinking (Major et al., 2002, p. 113). Minority employees who feel undervalued or discriminated against might develop distrust toward management, particularly if they see favoritism in promotions.
3. Relevance to Organizational Behavior Within organizational psychology, minority status has been linked to increased stress and defensive behaviors. Research shows that employees who perceive bias may express frustration through covert resistance, such as withholding effort or spreading rumors (Kofta et al., 2020, p. 902). Thus, organizational conspiracy can be interpreted as a symbolic act of resistance that protects group identity.
3.4. Integrative View: Linking Organizational Conspiracy, Counterproductive Behavior, and Ethnic Minority Status
In organizational settings, ethnic minority status may intensify feelings of mistrust, social exclusion, and power imbalance. These experiences can trigger conspiracy beliefs as a cognitive defense mechanism. In turn, such beliefs may lead to counterproductive work behaviors—expressions of frustration, symbolic opposition, or disengagement. Therefore, organizational conspiracy acts as a psychological bridge between minority experience and behavioral outcomes. Understanding this relationship allows organizations to address the deeper social and emotional causes of hidden resistance
4-Methodological Framework:
4.1. Research Design
This study employed a quantitative, cross-sectional design to examine the relationships between organizational justice, social identity, and organizational conspiracy behaviors among ethnic minority employees. The cross-sectional approach allows for collecting data at a single point in time, providing an overall picture of how these variables interact in real organizational contexts (Creswell & Creswell, 2018, p. 55). A correlational design was used to determine the strength and direction of relationships between variables, while multiple regression and structural equation modeling (SEM) were applied to test predictive effects and mediation mechanisms. SEM was chosen because it can evaluate complex models with both direct and indirect relationships and provides reliable indicators of model fit (Hair et al., 2021, p. 154).
This design ensures a rigorous empirical examination of the proposed hypotheses, allowing the study to contribute both theoretical and practical insights into the causes and consequences of organizational conspiracy behaviors.
4.2. Population and Sample
The study targeted employees working in diverse organizations across both the public and private sectors who identify as members of ethnic minority groups. A stratified random sampling technique was used to ensure fair representation across variables such as job level, gender, and age group.
A total of 300 participants were included, a sample size considered statistically adequate for SEM analysis (Kline, 2016, p. 12).Demographic information was collected to describe the sample and to explore potential moderating factors such as age, gender, and work experience. The diversity of participants enhances the generalizability of the findings to broader organizational contexts
4.3. Data Collection Instruments
Data were collected through standardized and validated questionnaires, adapted from established measures in organizational psychology:
· Organizational Conspiracy Behavior Scale (adapted from Boddy, 2011): Measures covert, manipulative, or subversive actions within the workplace. Cronbach’s $\alpha$ = 0.88 (Boddy, 2011, p. 240).
· Organizational Justice Scale (Colquitt, 2001): Assesses distributive, procedural, and interactional justice perceptions. Cronbach’s $\alpha$ = 0.90 (Colquitt, 2001, p. 389).
· Social Identity Scale (Tajfel & Turner, 1986; Mael & Ashforth, 1992): Evaluates the level of identification with one’s ethnic or social group. Cronbach’s $\alpha$ = 0.85 (Mael & Ashforth, 1992, p. 110).
All items were rated on a 5-point Likert scale ranging from 1 (strongly disagree) to 5 (strongly agree).
4.4. Reliability and Validity
Reliability was evaluated using Cronbach’s alpha, and validity was established through content , construct, and convergent validation. Expert reviews confirmed the clarity and relevance of all items, while confirmatory factor analysis (CFA) within SEM verified construct validity.
Table 1. Reliability of Measurement Scales
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All scales demonstrated strong internal consistency (α > 0.80), indicating that they reliably measure the intended constructs.
4.5. Data Collection Procedures
The data collection process lasted for six weeks. Prior to data gathering, ethical approval was obtained from the relevant institutional committees and participating organizations. Participants were informed about the purpose , confidentiality , and voluntary nature of their participation.
Questionnaires were distributed both electronically and in paper format, allowing flexibility for respondents. To reduce social desirability bias, all responses were kept anonymous. Collected data were coded and analyzed using SPSS and AMOS software packages.
4.6. Data Analysis Techniques
The following statistical analyses were performed using SPSS and AMOS software packages:
· Descriptive Statistics: To summarize demographic data (mean, standard deviation, frequency).
· Correlation Analysis (Pearson’s r): To test the relationships between organizational justice, social identity, and conspiracy behaviors.
· Multiple Regression: To examine how organizational justice and social identity predict conspiracy behaviors.
· Structural Equation Modeling (SEM): To test direct and indirect effects and assess overall model fit.
Model fit was evaluated using several indices (Hair et al., 2021, p. 160): $\chi^2/df < 3$, CFI and TLI $> 0.90$, RMSEA and SRMR $< 0.08$.
4.7. Distribution of Sample by Age, Marital Status, and Work Experience
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The sample demonstrates balanced representation across age, marital status, and experience levels. Married employees formed the majority, which may influence work behavior due to family-related responsibilities. The range of work experience also allows exploration of whether job tenure affects conspiracy tendencies.
5. Results and Discussion:
5.1. Descriptive Statistics
Descriptive statistics were computed for the main study variables: organizational conspiracy behaviors, organizational justice, and social identity.
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Overall, ethnic minority employees reported a moderate level of conspiratorial behavior, suggesting that such behaviors exist but are not dominant. Perceived justice was relatively high, which may act as a protective factor against hidden resistance. Social identity levels were strong, indicating that employees maintain a strong emotional connection with their ethnic groups a finding consistent with social identity theory, which links group identification to workplace behavior.
5.2. Correlation Analysis
Pearson’s correlation coefficients were calculated to examine the relationships among the study variables.
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Note: p < .01
· There is a significant negative correlation between organizational justice and conspiracy behaviors (r = -0.52, p < .01), supporting H1. Employees who perceive their organization as unfair are more likely to engage in conspiratorial actions.
· A positive correlation between social identity and conspiracy behaviors (r = 0.36, p < .01) supports H2, showing that employees who strongly identify with their ethnic group are more inclined to engage in defensive or resistant behaviors.
· The negative relationship between justice and social identity (r = -0.21, p < .01) suggests that perceptions of injustice may strengthen group solidarity, potentially reinforcing collective resistance.
5.3. Regression Analysis
Multiple regression analysis was conducted to assess the predictive power of organizational justice and social identity on conspiracy behaviors.
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· Organizational justice significantly and negatively predicts conspiracy behaviors (β = -0.50, p < .001), confirming H1.
· Social identity positively predicts conspiracy behaviors (β = 0.30, p < .001), confirming H2.
· The overall model explains 43% of the variance in conspiracy behaviors (R² = 0.43), indicating that justice and identity are strong predictors of counterproductive behaviors.
These results support the theoretical link between fairness perceptions, group identity, and covert workplace resistance.
5.4. Structural Equation Modeling (SEM)
Structural Equation Modeling (SEM) was used to test the proposed causal relationships. Model fit indices are shown below:
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The SEM model demonstrated a good fit to the data, confirming the hypothesized relationships. Organizational justice negatively predicted conspiracy behaviors, while social identity showed a positive effect. Moreover, organizational justice moderated the effect of social identity, with low justice amplifying conspiracy tendencies — supporting H3.
5.5. Summary of SEM Diagram of Research Hypotheses
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Figure: Structural model of hypothesized relationships among: Organizational Justice (OJ), Ethnic Identification (EI), Organizational Conspiracy Behavior (OCBv), Organizational Commitment (OC), and Organizational Citizenship Behavior (OCB).
Source: Author’s own work
5.5.1. Model Overview
The integrated model tested all four hypotheses simultaneously. The findings can be summarized as follows:
1. Organizational Justice → Organizational Conspiracy Behavior (H1)
o β = –0.47, p < .001
o Strong justice perceptions reduce conspiracy behaviors. Fair procedures and transparent communication limit covert resistance.
2. Ethnic Identification → Organizational Conspiracy Behavior (H2)
o β = +0.41, p < .001
o Strong ethnic identification predicts more conspiracy behaviors, suggesting that employees may protect group interests when they perceive bias or exclusion.
3. Organizational Justice × Ethnic Identification → Organizational Conspiracy Behavior (H3)
o Interaction β = –0.30, p < .01
o High justice weakens the positive relationship between identity and conspiracy. In fair environments, strong identity does not lead to deviant behavior.
4. Organizational Conspiracy Behavior → Organizational Commitment and OCB (H4)
o OCBv → OC: β = –0.25, p < .001
o OCBv → OCB: β = –0.41, p < .001
o Employees engaged in conspiratorial behaviors show lower commitment and fewer citizenship behaviors.
These results highlight the dual role of justice and identity: fairness acts as a buffer, while group identification can either protect or harm organizational cohesion depending on the level of justice.
5.5.2. Managerial Implications
The findings have several practical implications for organizational management:
· Promote fairness and transparency: Fair decision-making processes reduce perceptions of injustice and prevent defensive behaviors.
· Encourage diversity and inclusion: Giving minority employees a voice can minimize feelings of marginalization.
· Monitor early signs of covert resistance: Rumors, informal coalitions, or secrecy may indicate deeper issues of distrust.
· Train leaders in justice communication: Managers should use clear, consistent, and respectful communication to maintain trust and reduce bias.
5.6. Hypotheses Testing and Interpretation
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Overall, the data confirm that perceived injustice and strong ethnic identity are major predictors of organizational conspiracy behaviors. These findings support both Organizational Justice Theory (Colquitt, 2001, p. 395) and Social Identity Theory (Tajfel & Turner, 1986, p. 12), showing how fairness perceptions and group belonging jointly influence hidden workplace resistance
6. Conclusion and Recommendations
This study provides clear empirical evidence that organizational conspiracy behaviors among ethnic minority employees are strongly influenced by perceived organizational justice and social identity. The findings indicate that when employees perceive low levels of fairness in decision-making, rewards, and interpersonal treatment, they are more likely to engage in covert counterproductive behaviors . Similarly, when ethnic identification is strong especially in unfair or exclusionary environments—employees may develop a defensive attitude that fuels mistrust and hidden resistance.
The results also showed that organizational conspiracy behaviors have negative consequences for both organizational commitment and citizenship behaviors , reducing loyalty, cooperation, and willingness to contribute beyond formal job duties. These findings highlight that covert resistance is not simply an individual reaction but a collective and psychological response to perceived inequality within the organization.
From a managerial perspective, these insights underline the importance of fostering transparency, fairness, and inclusion. Organizations should ensure that all employees especially those from minority backgrounds—have equal access to information, development opportunities, and decision-making processes. Justice-based interventions, such as transparent promotion systems, consistent performance evaluations, and open communication, can reduce the motivation for conspiratorial behavior.
Moreover, leaders should receive training in fair communication, conflict management, and diversity awareness. Encouraging an environment where employees feel valued and respected can transform potential frustration into constructive participation rather than resistance.
For future research, it is recommended to:
· Use longitudinal designs to explore how perceptions of justice and identity evolve over time.
· Conduct cross-cultural studies to compare how organizational conspiracy manifests across different national and cultural contexts.
· Include qualitative methods such as interviews to capture the subtle social dynamics behind conspiratorial thinking.
Overall, enhancing fairness and inclusion not only reduces hidden counterproductive behaviors but also builds stronger organizational trust, cooperation, and performance.
7. References :
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About the Author
Salah Laggoune is a researcher at Constantine 2 University, Algeria. His research interests include organizational behavior, social psychology of organizations,organizational psychologyand the study of organizational justice, identity, and counterproductive work behaviors within minority groups. He has conducted several empirical studies on the intersection between organizational justice, social identity, and hidden forms of workplace resistance in multicultural contexts.
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- Salah Laggoune (Author), 2026, Organizational Conspiracy as a Counterproductive Behavior among Ethnic Minorities, Munich, GRIN Verlag, https://www.grin.com/document/1705939
