This study investigates the predictive influence of conspiracy beliefs on two central forms of counterproductive workplace behavior: organizational deviance and resistance to change. Using a quantitative research design, data were collected from a sample of 250 employees working in a manufacturing firm. Participants completed standardized Likert-scale questionnaires assessing conspiracy beliefs, organizational deviance, and resistance to change. The central objective was to determine whether employees who strongly endorse conspiracy beliefs are more likely to engage in deviant workplace behaviors and demonstrate heightened resistance to organizational transformation.
Statistical analyses included descriptive statistics, Pearson’s correlation, multiple regression, and structural equation modeling (SEM). The results revealed significant positive correlations between conspiracy beliefs and both organizational deviance (r = .47, p < .01) and resistance to change (r = .52, p < .001). Regression analyses confirmed that conspiracy beliefs were strong predictors of organizational deviance (β = .43, p < .001) and resistance to change (β = .48, p < .001). The SEM results supported the hypothesized model, indicating good model fit (χ²/df = 2.15, CFI = .94, RMSEA = .056).
These findings underscore the psychological impact of conspiratorial thinking on workplace behavior. They suggest that organizations should address underlying mistrust and communication breakdowns to reduce deviant behavior and promote readiness for change.
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- Laggoune Salah (Autor), 2026, Conspiracy Beliefs as Predictors of Organizational Deviance and Resistance to Change, Múnich, GRIN Verlag, https://www.grin.com/document/1745433
