Existing literature emphasises the negative impacts of workplace incivility, with limited exploration of when such behaviour may be perceived positively. Given frequent reports of incivility in the Indian IT sector and the tendency of individuals from collectivistic cultures to tolerate mild discourteous behaviour, the present study explores how employees interpret and respond to incivility through attribution processes shaped by hierarchy, performance pressure, and relational expectations, particularly the factors influencing its perception as either ‘harm’ or ‘opportunity’. Twenty employees from IT hubs in Bangalore, Kochi, and Chennai were recruited through purposive sampling and interviewed using a semi-structured schedule. Verbatims were subjected to thematic analysis. Halo effect, actor-respondent intimacy, prior experience of positive outcomes, perceived justice, persuasion as ‘opportunity’, lack of occupational self-efficacy, etc., were some of the themes reflecting employees' perception of incivility as an 'opportunity'. Conversely, reoccurrences of incivility, stress, prejudice against the actor, a non-compassionate organisational climate, job disengagement, maladaptive personality characteristics, etc., were identified as influencing perceptions of incivility as ‘harm’. The actor's higher position and perceived equity prompted some employees to see the behaviour as an opportunity and others to see it harm. From an attributional theory lens, the study is the first to systematically identify how individual, relational, and organisational factors jointly shape Indian IT employees' divergent appraisals of the same uncivil behaviour. Managing incivility in Indian IT workplaces requires context-sensitive approaches that distinguish recurring harmful patterns from isolated, ambiguous incidents, supported by fair processes, emotionally intelligent feedback, and a compassionate climate. • Self-doubt turn incivility an opportunity—low confidence makes feedback feel useful. • Close ties with the instigator can foster tolerance in collectivist settings. • Incivility feels more damaging when managerial support is absent. • High-ranking actor? Some see guidance, others feel harmed by the same act. • Job disengagement heightens harm-based views of incivility.
Alvina et al. (Mon,) studied this question.