Abstract

Although nascent research has begun to examine the consequences of perfectionism in organizations, the understanding of whether perfectionism may incur ethical costs in the workplace remains limited. This paper enhances knowledge about the potential ethical consequences of perfectionism by focusing on an important yet previously ignored behavior—workplace cheating. Across two multi-wave, multi-industry survey studies and a preregistered experiment (Ntotal = 1005), the results show that the relationship between employee perfectionism and workplace cheating depends on the dimension of perfectionism. We find that employees with a high level of perfectionistic concerns (as opposed to perfectionistic strivings) may cheat in the workplace due to elevated fear of performance failure. In addition, supervisor bottom-line mentality exacerbates concern perfectionists’ fear of performance failure, leading to more cheating. Our findings hold even when several alternative explanations are accounted for, suggesting the robustness of our results. Theoretical and practical implications and directions for future research are discussed.