Deviant workplace behaviors are vital for organizations in terms of its costs and gains. Therefore, investigating and managing such behaviors is an obligation for organizations. In this book, we investigated the effects of some employee orientations (i.e. careerism, idealism, relativism, machiavellianism) and perceptions (i.e. perceived organizational justice, participative decision making, person-organization fit) on destructive deviant workplace behaviors and constructive deviant workplace behaviors. The primary contribution of this study is to close the gaps, which give answer to such research questions (a) what might be some less studied antecedents of constructive and destructive deviant workplace behaviors? (b) is moral disengagement a missing link between some employee orientations and destructive deviant workplace behaviors? and © is psychological ownership a missing link between some employee perceptions and innovative constructive deviant workplace behaviors? This study also provides a theoretical framework to constitute a starting point for further researches. We also believe that this study will be beneficial for HRM managers, practitioners and academicians