This qualitative longitudinal study delves into the psychological toll experienced by employees working in organizations characterized by a bottom-line mentality (BLM) and the coping strategies they employ. Drawing from the literature on BLM and organizational wrongdoing, we explore how employees navigate the pressure and moral dilemmas inherent in such environments. Using an inductive approach, we conducted a four-stage essay-based study involving 41 full-time employees and employed the Gioia technique for data analysis. Building upon Folkman & Lazarus's (1980) framework, our findings reveal two broad categories of coping strategies: problem-focused coping (comprising active coping and cognitive reappraisal) and emotion-focused coping (encompassing avoidance and acceptance). Additionally, we identify various factors contributing to employees' reluctance to report wrongdoings, shedding light on the phenomenon of organizational silence and whistleblowing. Theoretical, managerial, and policy implications are discussed, alongside limitations and avenues for future research.
