Abstract
Counterproductive Work Behaviors (CWBs) are based on the harm, or intended harm, they cause to organizations and or stakeholders (Spector and Fox 2005), while sales deviance is based on the violation of organizational norms (Robinson and Bennet 1995). Utilizing the definitional difference, this article explores a gap in the sales deviance literature that allows for potentially unidentified intentionally harmful behaviors that do not violate organizational norms, to exist. In addition, we propose strategic motivations for such behavior. Results suggest that motivations include long-term attitudes toward CWBs, moral obligation, consensus beliefs, productive equity, self-image congruence, and impression management.
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