<jats:p>The extant research on deviant workplace behavior has mainly examined the consequences of such behavior from a “victim-centric” perspective, while ignoring the psychological and behavioral responses of the employees who engaged in it. Drawing upon moral cleansing theory, we adopt a “victimizer-centric” perspective and contend that employees experience moral deficits after engaging in deviant workplace behavior, which consequently lead to subsequent proactive behavior. We also propose that the indirect relationship between deviant workplace behavior and proactive behavior is contingent upon individuals’ moral courage. Specifically, employees with high moral courage are more inclined to perform subsequent proactive behavior upon perceiving a moral deficit than those with low moral courage. Our hypotheses are supported by empirical data from an experimental study involving 128 participants in the United Kingdom (Study 1) and a multi-wave survey-based field study with a sample of 180 employees conducted in the United States (Study 2). Our research provides contributions to the literature on deviant workplace behavior by demonstrating how and when deviant workplace behavior can lead to subsequent compensatory behavior, as well as practical insights for both employees and organizations.</jats:p>

This study investigates the strategic orchestration of New Product Development (NPD) teams, focusing on how age diversity influences their innovation capabilities within the competitive landscape of firms. As firms encounter an evolving demographic landscape, the role of team composition, particularly age diversity, becomes critical in tuning innovation and market alignment. This paper synthesises the disparate findings from the innovation management literature on the impact of age diversity, employing dual theoretical perspectives: information/decision-making and similarity/categorisation. The former suggests that age diversity brings diverse knowledge that boosts innovation, while the latter indicates it might hinder social cohesion and team performance. Addressing the gaps in existing research, this study explores tenure diversity and team familiarity as moderators in the age diversity-performance relationship. It hypothesises that tenure diversity can enhance knowledge exchange and innovation but may complicate social interactions, whereas high team familiarity might restrict new idea generation by homogenising knowledge. Empirical analysis conducted on a dataset of 21,370 observations from Japanese sake breweries reveals that tenure diversity and team familiarity are critical in moderating the effects of age diversity on NPD outcomes. These findings enrich the NPD literature by highlighting the importance of demographic diversity and provide new insights into managing age-related dynamics in team settings. The study underscores the need for managerial strategies that leverage demographic diversity to enhance NPD effectiveness.