Purpose - Research on star employees has yielded mixed findings regarding their effects on peers, often assuming a direct effect while overlooking interpersonal mechanisms. Drawing on social comparison theory, this study examines the curvilinear effect of perceived star performance on peers' deviant behavior toward stars via relationship conflict and the moderating role of task interdependence.
Design/methodology/approach - We conducted a three-wave field study with a sample of 396 employees from a manufacturing enterprise in China. Time-lagged data were collected at three time points to test the indirect curvilinear relationship between perceived star performance and deviant behavior toward stars via relationship conflict, moderated by task interdependence.
Findings - The results indicate that moderate levels of perceived star performance trigger the highest levels of relationship conflict, which subsequently increase peers' deviant behavior toward stars. However, extremely high perceived star performance reduces relationship conflict, thereby mitigating conflict-driven deviant behavior. Moreover, task interdependence amplifies the effect of relationship conflict on deviant behavior, strengthening the indirect curvilinear effect.
Originality/value - This study extends the star employee literature by revealing that peers' deviant behavior toward stars does not increase linearly but instead follows a curvilinear trajectory. By identifying relationship conflict as the underlying mechanism and task interdependence as a boundary condition, we provide a more nuanced understanding of when and why peers engage in deviant behaviors toward stars.