Crab bucket syndrome refers to an organizational behavior phenomenon in which employees attempt to hinder colleagues who are more successful or who demonstrate greater potential for advancement. This phenomenon is commonly associated with envy, perceived threat, and destructive competition. This study aims to conceptually examine crab bucket syndrome within the framework of organizational behavior literature. Within this scope, the definition and scope of the concept are first discussed, followed by a theoretical evaluation based on Social Identity Theory, Social Comparison Theory, and Hofstede’s cultural dimensions approach. Based on the literature review, the individual and organizational antecedents of the syndrome are examined. In this context, factors such as envy, low self-esteem, narcissism, social undermining, competitive organizational climate, organizational structure, and organizational culture are addressed. In addition, the individual and organizational consequences of crab bucket syndrome—such as gossip, exclusion, aggression, bullying, mobbing, workplace incivility, job stress, loss of motivation, and organizational alienation—are evaluated. The study also presents recommendations for preventing and managing crab bucket syndrome in organizations. This study demonstrates that crab bucket syndrome in organizations cannot be explained solely as a result of interpersonal competition; rather, it points to a structural dynamic shaped by organizational justice perceptions, the distribution of career opportunities, leadership practices, and organizational culture. Therefore, addressing this phenomenon systematically is of critical importance for fostering a sustainable climate of cooperation within organizations.