Pro-team unethical behavior is a set of behaviors that violate the moral standards but benefit the team. In this paper, we enrich the current understanding of its causes by investigating whether exposing to coworkers’ pro-team unethical behaviors will induce employees’ same unethical behavior. We theorize that employees’ moral disengagement explains the linkage between coworkers’ pro-team unethical behaviors and employees’ pro-team unethical behaviors, and the effect is contingent on employees’ level of team identification. We conducted three field studies to examine our research model. In Study 1, we obtained evidence supporting the indirect effect of coworkers’ pro-team unethical behaviors on employees’ pro-team unethical behaviors did not find a significant relationship between coworkers’ and employees’ pro-team unethical behavior but found a significant indirect effect via moral disengagement. In Study 2, in addition to the indirect effect through moral disengagement, results also indicate a direct effect of revealed that coworkers’ pro-team unethical behavior ondirectly and indirectly associates with employees’ pro-team unethical behavior via moral disengagement. In Study 3, consistent with our theorization, analyses suggest that the proposed indirect effect is contingent on team identification so that further demonstrated that employees are were more likely to learn pro-team unethical behaviors from their coworkers through moral disengagement when they have under high rather than (vs. low ) team identification.