Abstract
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.
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