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.
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- Salah Laggoune (Autor:in), 2026, Organizational Conspiracy as a Counterproductive Behavior among Ethnic Minorities, München, GRIN Verlag, https://www.grin.com/document/1705939