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<p>Workplace vigilantism refers to employees’ self-initiated acts of monitoring and punishing deviant coworkers based on their perceptions of right and wrong. Prior research has primarily adopted an identity perspective to explain this phenomenon. Drawing on an interest-based perspective, we examine how individual differences in individualism and collectivism orientations drive this behavior through a cost–benefit analysis of its anticipated consequences. We propose that an individualism orientation discourages vigilantism by heightening perceived risks, whereas a collectivism orientation promotes it by fostering pro-team motivation. Across an experimental study (<i>n</i> = 104) and a two-wave field study (<i>n</i> = 357) of organizational employees, we found consistent support for these effects. Furthermore, we demonstrated in our field study that high task interdependence moderated the indirect effect of both individualism and collectivism orientations on workplace vigilantism. These findings advance theoretical understanding of workplace vigilantism and offer practical insights for organizations to effectively address employee deviance.</p>

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Weighing the Risks and Benefits of Becoming a Workplace Batman: How Employees’ Individualism-Collectivism Orientations Predict Workplace Vigilantism

  • 期刊论文

  • 发表日期：

    2026年4月8日

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  • Huaying Wang,
  • Xiaoran Hu,
  • Mingze Li,
  • Long W. Lam,
  • Fangzhou Lin,
  • Longzhu Dong,
  • Jian Peng,
  • Guanglei Zhang

摘要

Workplace vigilantism refers to employees’ self-initiated acts of monitoring and punishing deviant coworkers based on their perceptions of right and wrong. Prior research has primarily adopted an identity perspective to explain this phenomenon. Drawing on an interest-based perspective, we examine how individual differences in individualism and collectivism orientations drive this behavior through a cost–benefit analysis of its anticipated consequences. We propose that an individualism orientation discourages vigilantism by heightening perceived risks, whereas a collectivism orientation promotes it by fostering pro-team motivation. Across an experimental study (n = 104) and a two-wave field study (n = 357) of organizational employees, we found consistent support for these effects. Furthermore, we demonstrated in our field study that high task interdependence moderated the indirect effect of both individualism and collectivism orientations on workplace vigilantism. These findings advance theoretical understanding of workplace vigilantism and offer practical insights for organizations to effectively address employee deviance.