All's fair in zero‐sum games: The link between zero‐sum thinking, perceived exploitation, and counterproductive work behavior

Abstract Zero‐sum thinking – the belief that one party's gain necessitates another's loss – remains a pervasive cognitive bias with profound implications for workplace dynamics. Understanding its role in driving counterproductive work behavior (CWB) is critical for fostering healthier organizational cultures and for mitigating interpersonal conflicts. We draw on social exchange theory and equity theory to elucidate how zero‐sum beliefs (ZSBs) shape employees' interpretations of workplace interactions, particularly in terms of perceived fairness and reciprocity. Based on two correlational studies ( n = 451; n = 438) and an experimental study ( n = 596) examining both real‐life behaviors and behavioral intentions in hypothetical scenarios, we found that ZSBs motivate CWB. This relationship is mediated – at least partially – by feelings of exploitation: the more employees view success in the workplace as zero‐sum, the more they feel exploited by coworkers, which in turn increases their likelihood of engaging in harmful and retaliatory actions. We conclude by highlighting zero‐sum beliefs as an important psychological mechanism shaping workplace emotions and counterproductive behavior, and by emphasizing that managers can mitigate these effects through fostering perceptions of mutual gains.