Most studies on unethical behavior emphasize actions motivated by personal gain, yet employees sometimes engage in rule-breaking or ethical violations with the intention of benefiting their organization—a behavior referred to as unethical pro-organizational behavior (UPB). This study focuses on Hispanic-American organizational settings, where socio-cultural and economic characteristics create unique contexts for such behaviors. It examines the influence of organizational, relational, and cognitive factors on the emergence of UPB, guided by social identity theory, social learning theory, social exchange theory, and social cognitive theory. Specifically, the research investigates how ethical culture, ethical leadership, leader-member exchange, organizational identification, moral disengagement, and ethical judgment shape employee conduct. Data were collected through an online survey of 652 employees across various industries in Ecuador and Venezuela. The results largely confirm the proposed hypotheses, offering a nuanced understanding of the drivers of UPB in Hispanic-American workplaces. The study provides both theoretical contributions and practical recommendations for managing and mitigating UPB in culturally similar organizational contexts.
