Purpose This study aims to explore the dual nature of workplace gossip, examining its influence on employee well-being, trust and organisational dynamics. By integrating the stimulus–organism–response (SOR) framework, the research investigates how workplace conflicts stimulate friendship opportunities (FOPs), which, in turn, shape gossip behaviours (GSBs) moderated by interpersonal trust. Design/methodology/approach A mixed-methods design was used in the Indian IT sector, a globally significant industry characterised by high-performance pressures, hybrid work arrangements and cultural diversity. The qualitative phase involved 21 semi-structured interviews with IT professionals, analysed through interpretive phenomenology to capture lived experiences of workplace conflict, trust and informal communication. The quantitative phase surveyed 316 IT professionals using validated scales, with reliability and validity confirmed through confirmatory factor analysis and structural modelling. Findings Results demonstrate that time-, strain- and behaviour-based conflicts act as social catalysts, fostering workplace friendships that significantly increase GSB. Importantly, gossip was not uniformly detrimental. In high-trust environments, gossip fostered inclusion, emotional support, and cohesion; in low-trust contexts, it led to reputational damage and disengagement. These findings highlight gossip’s dual role in shaping organisational life. Practical implications For India’s IT industry, where distributed teams, global clients and high turnover are common, acknowledging gossip as an inevitable social practice is essential. Managers should cultivate trust-based environments and channel gossip constructively to enhance collaboration, reduce stress and build resilience in both physical and digital workplaces. Originality/value By situating the SOR framework in the Indian IT sector, this study extends global workplace gossip literature to an underexplored yet internationally relevant context. It reframes gossip as a nuanced social practice and offers actionable insights for organisational policy and leadership in culturally diverse, high-pressure and hybrid work environments.
Sangavi et al. (Thu,) studied this question.