How and When Does Unethical Pro‐Organizational Behavior Lead to Organizational Deviance? A Moderated Dual‐Path Model

ABSTRACT Previous research on the detrimental consequences of employees' unethical pro‐organizational behaviors (UPB) has been based mainly on cognitive dissonance theory. The authors suggest that moral disengagement theory and cognitive dissonance theory can be used to explain the negative effects of UPB. We conducted two studies, including a scenario experiment and a survey, to test the mediating roles of moral identity and moral disengagement and the moderating role of performance pressure in the relationship between UPB and organizational deviance. The results revealed that UPB impacts organizational deviance through moral identity and moral disengagement and that distinct psychological reactions are differentially moderated by performance pressure. Employees who face low levels of performance pressure are more receptive to the effects of moral identity; in contrast, employees who face high levels of performance pressure are more receptive to the effects of moral disengagement. The theoretical and managerial implications of this research are discussed.