When Support Encourages Rule-Bending: Constructive Deviance as a Pathway to Organizational Trust in Hospitality

This study examines how employees’ perceptions of organizational support shape the development of trust within hospitality organizations. Drawing on data collected from 403 frontline employees working in five-star hotels in Türkiye, the research explores whether constructive deviance functions as a mediating mechanism in this relationship. The proposed model was tested using Hayes’ PROCESS macro (Model 4). The findings reveal that perceived organizational support strengthens organizational trust both directly and indirectly through constructive deviant behaviors performed with prosocial intent. In service environments characterized by high operational pressure, employees who perceive strong support from their organizations appear more willing to engage in rule-bending behaviors aimed at improving service outcomes, which in turn fosters greater trust. By highlighting constructive deviance as a relational mechanism rather than a dysfunctional outcome, this study contributes to hospitality management literature and provides practical implications for sustaining trust-based organizational climates.