The workplace environment is a dynamic system in which both individual and organizational norms coexist. Within this system, employees occasionally exhibit behaviors that deviate from established organizational norms. Traditionally, such behaviors have been unequivocally categorized as harmful and destructive. Destructive deviant workplace behaviors refer to conscious and voluntary actions by employees that violate critical rules defined by the organization, ultimately threatening the well-being of the institution, its members, or both.

Due to their detrimental impact on organizations and employees—economically, psychologically, and in various other dimensions—destructive deviant behaviors have been extensively examined within the fields of management science, organizational behavior, and psychology. However, recent studies have revealed that some norm-violating behaviors may actually serve as catalysts for organizational change, enhance innovation, and act as mechanisms for expressing ethical stances. In this context, deviant workplace behavior is no longer considered solely negative but is increasingly acknowledged as a dual-faceted phenomenon, encompassing both destructive and constructive forms.

Constructive deviant workplace behavior refers to employees' intentional actions that contradict organizational rules, norms, or expectations, yet are intended to support the organization’s long-term objectives. In the modern business landscape, organizational norms and rules are essential for maintaining order and achieving strategic goals. Nonetheless, not all deviations from these norms lead to adverse outcomes.

Accordingly, workplace deviance is conceptualized as a dual-dimensional construct. This chapter explores both aspects of deviant workplace behavior. It addresses the defining characteristics, typologies, and antecedents of destructive deviance, while also examining constructive deviance—particularly its dimensions, its potential to positively influence organizational change, and its comparison with prosocial behavior.