["Journal of Organizational Behavior, EarlyView. ", "\nABSTRACT\nBystander intervention is widely assumed to foster workplace inclusion, yet no studies have directly examined this relationship. Through abductive qualitative analysis of 53 interviews across two contrasting organisations—a consulting firm and a remote mine site—we investigate how bystander intervention relates to workplace inclusion for targets, bystanders and transgressors. Our findings challenge the assumption that bystander intervention automatically translates into inclusion. Instead, we find workplace inclusion is fostered when parties perceive greater levels of support and safety, with fairness being additionally critical for transgressors. Although support emerges through peer and supervisor relationships, safety depends on organisational conditions including senior leadership behaviour and policy‐practice alignment. When these are perceived, a reinforcing cycle emerges: Bystanders become more willing to intervene, and transgressors demonstrate genuine behavioural change. We contribute theoretically by showing that the relationship between bystander intervention and workplace inclusion is shaped by perceived levels of fairness, support and safety; analytically separating support and safety as distinct influences with different sources; and identifying fairness as a gateway influence unique to transgressors.\n"]