Digital platforms and tech giants have led to a rapid shift in values and traditional ways of working. Although "diligence" has long been essential for work success and promotion, employees in modern companies are reluctant to blindly follow this attitude. Many well-known Western companies, such as Facebook and Google, see fun in the workplace as conducive to productivity and creative behavior. We investigated the associations of fun at work with experienced fun, employees' creative behavior, managers' support for fun, and trust in a Chinese context using different scales. Discriminant validity was confirmed by confirmatory factor analysis. A total of 508 workers from Taiwan and mainland China participated in the study and completed questionnaires. A key finding was that fun at work was positively related to employees' creative behavior. In addition, moderators of managerial support for fun and trust between the workplace and experienced fun were confirmed. These results can serve as a reference for Chinese managers who want to encourage creative behaviors and prevent negative behaviors in the workplace. In practice, results suggest that fun should be allowed more in the workplace because it could contribute to positive outcomes. However, managers should create a workplace that is fun, allows for creativity, and at the same time leads to high productivity. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Abstract Digital platforms and tech giants have led to a rapid shift in values and traditional ways of working. Although “diligence” has long been essential for work success and promotion, employees in modern companies are reluctant to blindly follow this attitude. Many well–known Western companies, such as Facebook and Google, see fun in the workplace as conducive to productivity and creative behavior. Specifically, it is the characteristic of a playful and humorous work environment that can trigger the enjoyable and lighthearted feelings of employees [ 9 ]. Young employees, particularly millennials, value enjoyable and flexible work settings [ 10 ]. Such individuals prioritize happiness in the workplace. Consequently, the notion of “workplace fun” has begun gaining popularity in Eastern societies [ 11 ]. According to the Affective Events Theory (AET) [ 12 ], work events can directly lead to affective reactions, and in turn, such affective reactions contribute to judgment–driven behavior. According to Bilginoğlu and Yozgat [ 23 ], successful leaders must comprehend and promote novel management practices. Employees can break free from conventional mindsets and spend more time working if management recognizes and prioritizes workplace fun. Employees have often indicated that their managers deny them a fun workplace. Such managerial attitudes only instill unfavorable sentiments toward work [ 24 ]. Evidently, management’s attitude toward workplace fun is a critical aspect that impacts employees’ experiences. Every employee responds differently to their colleagues. The extent to which an employee enjoys their Individuals within organizations behave according to their spontaneous feelings that change from one moment to another in the workplace. And attitude is a judgmental cognitive process based on affect. Hence, positive affect creates a positive affective state of matter that influences employees to achieve work goals. As a result, affective disposition influences work events, and specific personality traits influence the psychological well–being of individuals associated with emotional reactions and chronic mood. 2.2. Workplace fun The fun elements in life are regarded as essential for our psychological health [ 29 ]. Further, employees need creative actions that help them navigate the dynamic contexts in the workplace [ 42 ]. For example, creative behaviors include new ideas to improve performance, and employees could search for new technologies, processes, skills, or ways to finish their work and solve problems [ 43 ]. Creative employees are not afraid to take risks and are more confident and efficient than those who lack creativity [ 44 , 45 ]. Previous research has contributed to the finding that novel job structures can contribute to employees’ intrinsic motivation and creative output in the workplace [ 46 ]. Examples include encouraging employees to socialize and coordinate fun activities in the workplace or outside of it. Organic fun occurs naturally among people. A good way of enabling this is by allowing creative behaviors at work and taking short breaks. Task fun assumes that work is fun and that implementing tasks is enjoyable for employees’ personal interests [ 61 ]. The effect of fun on employees’ work attitudes depends on their trust in their organization, colleagues, and managers. Employees’ mutual trust fosters an amicable relationship between coworkers and supervisors [ 73 ]. Alternatively, a lack of trust may result in cynicism. Employees who do not trust their colleagues may be uninterested in their work or in workplace fun. The reason that workplace fun could improve a workplace relationship is that any good relationship is built on trust [ 72 , 73 ]. Trust moderates the relationship between workplace fun and other workplace–related factors [ 73 ]. Thus, we proposed the following hypotheses. Losing trust among employees could possibly result in negative outcomes when the workplace relationship does not reflect the values of camaraderie or when managers are not perceived as benevolent. Opposite results might be generated if respect and dignity are not part of the equation [ 89 ] or when the needs of the employees are not considered. Thus, organizations must invest in a workplace climate of mutual trust among employees and provide a healthy work environment. Allowing fun activities in the workplace helps employees perceive fun initiatives as the organization’s efforts to support their well–being.