The relationship between idiosyncratic deals and employee workplace deviance: The moderating role of exchange ideology

Existing research predominantly emphasizes the benefits of idiosyncratic deals (i-deals) for both employees and organizations. On the basis of social exchange theory, we propose a theoretical framework that delineates both the detrimental and beneficial influences of i-deals. We argue that i-deals have mixed effects on employee workplace deviance under the boundary condition of exchange ideology. We collected data in three waves from 259 employees working in a large construction company in northern China. Results reveal that, on the one hand, i-deals were less negatively related to workplace deviance via gratitude when employees had a weak (versus strong) exchange ideology. On the other hand, i-deals were more positively linked to workplace deviance via psychological entitlement when employees had a weak (versus strong) exchange ideology. Our research provides a better understanding of when and how i-deals lead to negative work behaviors. •Idiosyncratic deals related to gratitude for high exchange ideology•Idiosyncratic deals related to psychological entitlement for low exchange ideology•Gratitude related to reduced workplace deviance•Psychological entitlement related to enhanced workplace deviance