The effect of broken windows theory on workplace deviant behavior: The mediating role of organizational neglect in Iraqi telecommunications companies

Abstract

This study aims to investigate the impact of the broken windows theory on the occurrence of deviant behavior in the workplace, while using organizational neglect as a mediator, and to identify the implications that these behaviors have on organizations' sustainability in the context of the telecommunications industry in Iraq. Deviant workplace behaviors pose a risk to organizational sustainability by undermining values, leveling trust, and reducing resources, all of which will impact the economic, social and organizational aspects of continuity. Though this is a key connection, the research around direct causes of deviance has been predominantly focused without considering the cumulative organizational signals that create deviance or linking these signals to sustainability outcomes. A stratified random sampling of 180 employees at Asiacell Telecommunications Company was used to collect the data using an explanatory quantitative design and a structured questionnaire, which was based on validated scales. The data were analyzed using structural equation modeling (SEM) by Smart PLS 4. The findings indicated that organizational broken windows had a significant impact on the organizational neglect beta = 0.746, R-sqare = 0.622 and deviant behavior in the workplace beta = 0.659, R-sqare = 0.439. Organizational neglect also was a strong predictor of workplace deviant behavior (beta = 0.845, R² = 0.646). The indirect effect was confirmed (0.584), while the direct effect was insignificant (beta = 0.075, p = 0.294) and supported by the Sobel test (Z = 8.847, p < 0.05). The study suggests that deviant behavior in the workplace is a gradual process that stems from organizational neglect as a transitional state and that its escalation is a cumulative threat to an organization's sustainability as it impedes learning, undermines trust and consumes resources. The findings go beyond the criminological context of the broken windows theory, view organizational neglect as a fundamental explanatory factor, and offer empirical evidence that connects dynamic behavior of organizations to sustainability in a developing Arab context.