In recent years, Buddhist style and lying flat have become labels used by contemporary youths to define themselves in workplaces. However, these labels actually conceal employees′ organizational cynicism (EOC), a common phenomenon in management practice. This phenomenon not only profoundly influences employees′ physical and psychological health, workplace attitudes, behaviors, innovation, performance and so on but also restricts organizational existence and development. The task of weakening or even preventing EOC has become urgent for organizations. Therefore, in light of the rapidly growing number of empirical studies of EOC, it is necessary and probable to explore its triggers, influence mechanisms and boundary conditions.This study contains a meta-analysis of 94 independent empirical studies with a total sample size of 48,569 based on psychological contract theory. It explores the antecedents and consequences of EOC from an intraorganizational perspective to draw periodical conclusions. Specifically, the evaluated antecedents include positive perceptions, negative perceptions and leader-member relations, while the assessed consequences include workplace attitude, behavior, innovation and performance. The study also tests the classified types of these antecedents and consequences. Furthermore, it investigates the roles of four potential moderators of the impacts of EOC, including regional attributes (macro level), organizational nature (middle level), employee type (micro level) and measurement tool (operational level). Finally, this study identifies the discriminant validity of the construct and the different impacts of the three dimensions highlighted by Dean et al. (1998), including affective, cognitive and behavioral EOC. By examining publication bias, the main effect and the categorical moderator effect, the following periodical conclusions concerning EOC are drawn.In the first part of the article, the direct model highlights the fact that EOC originates from employees′ positive perceptions of the organization (e.g., perceived organizational justice and organizational support), negative perceptions of the organization (e.g., perceived organizational politics, stress, psychological contract breach and job insecurity), and leader-member relations (e.g., trust and leader-member exchange). In addition, it has additional negative effects on their own workplace attitudes (e.g., organizational commitment, turnover intention and job satisfaction), behaviors (e.g., organizational citizenship behavior, counterproductive behavior and silence), innovation and performance. Second, the strongest cause of EOC is subordinates′ perceptions that they are not trusted. Third, the most negative effect of EOC is the decline in their job satisfaction.The second part of the article discusses the moderating effects of regional attributes (macro level), organizational nature (middle level), employee type (micro level) and measurement tool (operational level) on the negative impact of EOC. These 4 potential factors are shown to significantly moderate the process. EOC has stronger negative effects when employees are located in China, work in for-profit organizations or are nonknowledge staff as well as when Tesluk et al.′s (1999) scale is used.The third part of the article examines the discriminant validity and various impacts of the 3-dimensional construct (affective, cognitive and behavioral EOC) based on the widely used scale developed by Dean et al. (1998). This scale indicates acceptable discriminant validity. Moreover, this approach also finds that the negative effects weaken across the sequence of affective, cognitive and behavioral EOC.This article contributes to the literature in the following four respects. First, it extends the current theoretical model and systematically clarifies the antecedents and consequences of EOC from an intraorganizational perspective. Based on a wide variety of studies (k=94) and a large sample size of 48,569, this study draws periodical conclusions and provides a reliable and stable basis for future research. Second, EOC originates from employees′ positive perceptions of the organization, their negative perceptions of the organization and leader-member relations, and it has additional negative effects on their own workplace attitudes, behaviors, innovation and performance. The strongest cause of EOC is subordinates′ perception that they are not trusted, while the most negative effect of EOC is the decline in their job satisfaction. Therefore, it is necessary for managers to trust subordinates because being trusted is more effective with regard to weakening their tendencies toward Buddhist style and lying flat in the workplace. Moreover, job satisfaction serves as a signal for a series of hazards. Therefore, the best time to intervene is when cynical employees′ negative work attitudes are observed. Third, 4 moderators are found. On this basis, it is possible for us to describe the triggers, influence mechanisms and boundary conditions of EOC. EOC should be addressed differently for each individual, and the corresponding measures should be adjusted to local conditions. For Chinese enterprises that include a majority of nonknowledge staffs, a great deal of attention should be given to the tremendous harms caused by employees′ affective organizational cynicism. Finally, examining the discriminant validity and the effect intensity of the affective-cognitive-behavioral dimensions can facilitate future empirical studies as well as the localized deduction and scale development of EOC.