Behind the glamour: counterproductive workplace behavior and psychologically defensive managerial practices in the U.S. fashion industry

Purpose This study examines how counterproductive workplace behavior (CWB) is experienced in US fashion workplaces and how psychologically defensive workplace behavior (PDWB) helps interpret managerial practices under workplace pressure. Design/methodology/approach The study draws on interpretive interviews with 15 US-based fashion, apparel and retail professionals. Using abductive thematic analysis, the study integrates CWB as a behavioral framework and PDWB as an interpretive lens for examining managerial practices under stress. Findings Findings identify four interrelated themes: fashion workplace pressure as a contextual condition, managerial practices under pressure, employee coping and strain and pressure transfer and buffering. Participants described recurring pressure points around product calendars, retail metrics, market deadlines, store visits, supplier uncertainty and brand expectations. Reported managerial practices included excessive control, avoidance, public blame, status protection and withdrawal; these were interpreted through PDWB and, where appropriate, classified as CWB-consistent. Practical implications Fashion firms should formalize feedback, decision-making, recognition, after-hours communication and managerial training around recurring pressure points such as line reviews, market appointments, store visits, holiday retail periods and product deadlines. Originality/value This study develops a process-based interpretation of how workplace pressure, harmful managerial conduct and pressure transfer or buffering are connected in the US fashion industry. By integrating CWB and PDWB, it extends workplace behavior theory into fashion management research and positions internal employee wellbeing as part of responsible fashion management.