Drawing from research on person–organization fit, work engagement, and emotional intelligence, this study investigates the mediating role of work engagement in the link between goal congruence and organizational deviance, as well as how this mediating effect might be moderated by emotional intelligence. Data captured from 272 employees of four IT companies show that the goal congruence between employees and their supervisor negatively affects the former’s organizational deviance, though this effect disappears when controlling for the intermediate role (...) of work engagement. Further, emotional intelligence moderates both the positive relationship between goal congruence and work engagement and the negative relationship between work engagement and organizational deviance, such that these relationships become invigorated at higher levels of emotional intelligence. The findings also reveal that the indirect effect of goal congruence on organizational deviance through work engagement is more pronounced at higher levels of emotional intelligence, which offers evidence of moderated mediation. These findings have significant implications for research and practice. (shrink)

ABSTRACT:Organizations adopt formal sanctioning systems to deter ethical violations, but the formal systems’ effectiveness may be undermined by informal sanctioning systems which promote violations. I conducted an ethnographic study of six trading crowds on two financial exchanges to understand how informal and formal sanctioning systems, which are grounded in different interpretations of equity, interact to affect trader deviance from rules established by the financial exchange (exchange deviance). To deter informal trader norms that conflict with exchange rules, the exchanges (...) formally prohibit traders’ informal sanctions. The exchanges, however, underestimate traders’ informal sanctions related to ostracism and social rejection, which are not only difficult for the exchanges to detect, but also interpersonally hurtful and harmful to trader performance. Consequently, the traders’ informal social sanctions lead to secondary sanctions from trading firms. Ultimately, the informal sanctioning system evades the formal sanctioning system by exploiting what the exchanges deem to be minor rule violations. (shrink)

The interest in ethical leadership has grown in the past few years, with an emphasis on the mechanisms through which it affects organizational life. However, research on the boundary conditions that limit and/or enhance its effectiveness is still scarce, especially concerning one of the main misconceptions about ethical leadership, its incompatibility with effectiveness . Thus, the present study examines the relationship between ethical leadership and organizational deviance via affective commitment to the organization, as a reflection of the (...) quality of the employee–organization relationship and proposes this relationship is conditional on the supervisor’s personal reputation for performance . Using a sample of 224 employees and their respective supervisors from 18 organizations, we confirmed our hypotheses . Our findings suggest that ethical leadership is positively related to employees’ affective commitment to the organization, particularly when supervisor’s reputation for performance is high, which in turn is associated with decreased organizational deviance. The theoretical and practical implications of these findings conclude the paper. (shrink)

ABSTRACT:We examine supervisor-subordinate agreement regarding perceptions of the supervisor’s ethical leadership and its relationship to organizational deviance. We find that, on average, supervisors rate themselves more favorably on ethical leadership compared to how followers rate them. In addition, polynomial regression results reveal that unit-level organizational deviance is higher when there is agreement about lower levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than subordinates’ ratings of the supervisors. Finally, drawing on (...) social influence theories, we look at antecedents of agreement and find that supervisors’ beliefs about themselves and others are associated with self-other agreement on ethical leadership. (shrink)

We build on the emerging research that shows aversive subordinate workplace behaviors are likely related to abusive supervision in the workplace. Specifically, we develop and test a moderated-mediation model outlining the process of abusive supervision based on the stressor-emotion model of counterproductive work behavior. We argue that subordinate interpersonal deviance prompts supervisor negative emotions, which then leads supervisors to engage in abusive supervision. We also argue that subordinate organizational citizenship behavior (OCB) is likely to play a crucial role (...) in predicting abusive supervision. We argue that interpersonal deviance is more likely to prompt abusive supervision through supervisor negative emotions when the magnitude of an employee’s engagement in OCB is weaker. Study 1, a time-lagged field study, tests and provides support for the relationships among our key variables (Hypotheses 1–3). Study 2, utilizing multisource field data (i.e., subordinate–supervisor dyads), replicates the results from Study 1 and provides support for the entire moderated-mediation model while controlling for tenure with supervisor, subordinate task performance, and subordinate conscientiousness. We find general support for our predictions. We conclude with a discussion of theoretical and practical implications as well as future research directions. (shrink)

In a time when ethical scandals are commonplace in the media, one begins to wonder just what organizations are doing wrong. This article analyzes the Fall 2006 boardroom spying scandal at Hewlett–Packard to determine whether the workplace deviance observed can be linked to a retaliatory response to organizational power. A summary of the events leading up to, during, and the fall-out of the scandal is reported.

This study tested the direct effects of Dark Tetrad traits on organizational and interpersonal counterproductive work behaviors. We also examined the moderating effects of the three dimensions of organizational justice – distributive justice, procedural justice, and interactional justice – on the Dark Tetrad-CWBs relationships. Based on the data from 613 employees across different occupations, the results revealed that only psychopathy and sadism had significant effects on CWBs targeted at the organization. The results also supported the direct effect of (...) sadism on interpersonal CWBs. The findings confirmed the moderating role of interactional justice but differentially, depending on the dark trait and the target of workplace deviance. Whereas low and medium levels of interactional justice moderated the relationship between Machiavellianism and CWBs directed to the organization, it did not play any role in narcissism, psychopathy, and sadism. Regarding CWBs aimed at other people, interactional justice emerged as a significant moderator in Machiavellianism and sadism. But, whereas sadistic employees performed more harmful behaviors toward other individuals whatever their level of interactional justice, if people high in Machiavellianism perceived a high fair interpersonal treatment, they did not show deviant behaviors directed at other employees. The paper concludes with some suggestions and recommendations about the relevance of organizational justice in the influence of dark personality traits on CWBs. (shrink)

While organizational deviance has become a popular research topic in the past two decades, deviant behavior remains a contested concept, with several research studies being done to better define the term. As a result, researchers have introduced various definitions and constructs which seem to overlap one another. Such proliferation might backfire and could lead to more confusion. Looking at deviance from an ontological aspect, therefore, will help to decrease such confusion among researchers. Another advantage to ontologically viewing (...) deviance is that it provides a better understanding of the concept. To prevent deviance occurring within an organization, the first step is learning more about it. This study therefore aims to discover how researchers can use ontological view to provide a better understanding of deviance, thus creating a deviance-free climate within an organization. This study looks at the role of storytelling in sharing norms within an organization to provide such a deviance-free climate. (shrink)

Despite universal agreement that corruption is norm-deviant, the criteria required to ascertain deviance remain elusive. The problem is even more pronounced for organizational corruption, not least because the construct remains somewhat ambiguous and is often conflated with proximate management constructs like antisocial or unethical organizational behavior. In this article, I identify the suitable criteria for the determination of deviance in organizational corruption and determine whether it is, indeed, antisocial or unethical. In order to minimize ambiguity, (...) I first limit the scope of organizational corruption to corruption within, rather than by, organizations, which is most conceptually challenging insofar as the aforementioned questions are concerned. I then conclude that organizational corruption should be specified solely with respect to the focal organization’s normative framework; it is anti-organizational rather than antisocial. Higher level normative prescriptions that arise from the organization’s embedding within its social context remain relevant, but only insofar as they are incorporated within the organization’s normative framework. Moreover, I argue that organizational corruption is not necessarily unethical, since the moral evaluation of an organizational act is, in principle, distinct from the determination of its deviance to organizational norms. (shrink)

Ethical ideology is predicted to play a role in the occurrence of workplace deviance. Forsyths (1980) Ethics Position Questionnaire measures two dimensions of ethical ideology: idealism and relativism. It is hypothesized that idealism will be negatively correlated with employee deviance while relativism will be positively related. Further, it is predicted that idealism and relativism will interact in such a way that there will only be a relationship between idealism and deviance when relativism is higher. Results supported the (...) hypothesized correlations and idealism and relativism interacted to predict organizational deviance. Idealism was a significant predictor of interpersonal deviance, but no interaction was found. (shrink)

The special class of supererogatory actions—those that go “beyond the call of duty”—has thus far been omitted from the management literature. Rather, actions of a firm that may surpass economic and legal requirements have been discussed either under the umbrella term of Corporate Social Responsibility or the concept of positive deviance as articulated by the Positive Organizational Scholarship movement. This paper seeks to clarify how “duty” is understood in these literatures and makes an argument that paradigmatic examples of (...) corporate supererogation in fact lie beyond what is traditionally conceptualized as CSR and positive deviance. In so doing, this paper contributes to the growing body of research on Positive Organizational Ethics, as well as both the CSR and POS literatures, by presenting an extended deontological framework of CSR and bringing conceptual clarity to an otherwise muddied domain. (shrink)

Using Michel Foucault’s framework of technologies can be a guide to understand how teachers become technological components that receive governance. Through this governance, pedagogical practices are perceived as similar yet may be vastly different. I utilize three of Foucault’s technologies to understand the differences in teacher practices. The first being governmental technologies, which are the rules and regulations that confine pedagogical practices. Second, the consumer technologies or the goods and services needed to sustain the rules that regulate pedagogy. Third is (...) organizational technology, or ways in which one might police and govern the use of the pedagogical practices. (shrink)

The need for better incorporation of the construct emotional intelligence (EI) into counterproductive work behavior (CWB) research may be achieved via a unified conceptual framework. Accordingly, the purpose of this paper is to use the Profile Analysis via Multidimensional Scaling (PAMS) approach, a conceptual framework that unifies motivational process with antecedents and outcomes, to assess differences in EI concerning a variety of constructs: organizational justice, CWB, emotional exhaustion, job satisfaction, and intrinsic motivation. Employing established scales within a framework unifying (...) CWB, intrinsic motivation, EI, organizational justice, and outcome constructs, two EI-based profiles displayed associations with CWB based on responses from 3,293 employees. Both the first core profile, high overall justice and low emotional intelligence, and the second core profile, high emotional intelligence and low work motivation, displayed associations with interpersonal deviance and organizational deviance, as well as emotional exhaustion and job satisfaction. The results are discussed with respect to possible underlying theory and an overarching unified motivation framework that incorporates goal choice, intrinsic motivation, antecedents, and outcomes. We also provide directions for future research and implications for managers in the workplace based on heuristic conceptual frameworks that combine multiple motivational perspectives into a unified model. (shrink)

Drawing from moral foundations theory, we show that differences in sensitivity to distinct moral norms help explain differences in the perceived fairness of punishing employees for off-duty deviance. We used an initial study to validate realistic examples of non-criminal behavior that were perceived as violating a specific moral foundation. Participants in the main study evaluated scenarios in which co-workers were fired for those behaviors, which took place outside of work but were revealed via social media. The extent to which (...) participants valued the norm violated by the co-worker positively predicted perceived fairness of the firing, and negatively predicted expressed intent to take retributive action against the responsible manager. This effect was moderated by the presence of a pre-existing organizational policy regarding off-duty conduct, which uniformly decreased negative reactions to the firing. Because social media now makes the revelation of an employee’s off-duty behavior to a broad audience increasingly likely, our results suggest the importance of developing an approach for responding to employee off-duty deviance while highlighting the relevance of moral pluralism to the study of third-party reactions. (shrink)

Constructive deviance, rule-breaking to benefit the organization, is an emerging topic in the scholarly research and is considered to be an ethical decision. Despite the value of guiding constructive deviance in organizations, the effect of ethics-oriented leadership on employees’ constructive deviance remains unclear. This research identifies leader moral humility as a new antecedent of constructive deviance and examines how and when leader moral humility influences employee constructive deviance. Drawing on social–cognitive theory, we propose that leader (...) moral humility fosters employee moral identity, which in turn triggers employees to exhibit constructive deviance. Moreover, the mediating effect of moral identity is more pronounced when normative conflict with organizational rules is high, as this conflict inspires identity-driven behavior. Two studies with scenario-based experimental and time-lagged field methods provided general support for our hypotheses. Study 1 reveals that leader moral humility positively affects constructive deviance via employee moral identity. Study 2 replicates and extends Study 1 to support the moderating role of normative conflict. These findings enrich the understanding of constructive deviance by shedding light on the moral cognitive process in the relationship between leader moral humility and employee constructive deviance and by identifying the boundary condition for the relationship. (shrink)

This article aims to highlight the importance of organizational climate with both destructive and constructive deviance behaviour in different cultural setting with workplace as a common ground. First, we discuss the need for research in workplace deviance especially destructive and constructive deviance behaviour with the review of previous studies from deviance literature. Next, we present the importance of climate and culture with both destructive and constructive deviance by proposing relationship among them with the help (...) of a framework. The presented theoretical framework can be useful for conducting future empirical research. Finally, we present the conclusion and future research in conducting cross-national research with respect to deviance. (shrink)

The current research examines the possible outcomes of cronyism like organizational deviance, organizational cynicism, and counterproductive work behavior and also investigates the mediating variable violation of psychological contract among cronyism and its possible outcomes. Many studies have investigated the presence of organizational cronyism at the workplace and its impacts on certain variables. However, the outcomes observed in this study, i.e., OD, OCy, and counter-productive work behavior were not empirically investigated previously as per researchers’ knowledge. The second (...) gap this study fills is the mediating effect of VPC between the studied variables. Thirdly, the study was conducted in Azad Jammu and Kashmir, Pakistan, which is almost the first attempt to investigate this phenomenon in Azad Jammu and Kashmir. Data were collected from the employees working under different ministries of Azad Jammu and Kashmir, Pakistan like education, forest, sports, information, local government, finance, and tourism. The data from 350 employees were collected through convenience sampling. The data collection process was conducted at two distinct time lags. Results show that OC significantly and positively relates with OD, OCy, and counter-productive work behavior, whereas VPC mediates the relationship among OC and OD, OC, and counter-productive work behavior. Employees enjoying special favors from the leadership seem to be more dedicated toward the organization than the employees who do not have this favor, and the ultimate result is negative for the organization. (shrink)

Recent scholarship has suggested that compassion can occur at the organizational level. The definition of “organizational compassion” is particularly problematic because organizations have multiple reasons for engaging in actions that then have effects on various stakeholders. A number of questions regarding organizational compassion thus merit theoretical attention: Are all organizations capable of demonstrating caring and compassion? What factors enable or constrain organizational compassion? In a move toward a more complete understanding of compassion at the organizational (...) level, a continuum of organizational compassion is developed, considering both positive and negative organizational deviance. As factors across multiple levels of analysis may influence where firms would fall on this compassion continuum, examples of enablers and constraints to organizational compassion are also considered. (shrink)

The purpose of this study is to explore why workplace deviance behavior among employees has increased during Corona Virus Disease 2019 from the perspective of insecure attachment style. Based on attachment theory, we propose and test the effect of insecure attachment style on deviance behavior via organization-based self-esteem using 422 data from Chinese employees. And we further examine the moderating role of leader–member exchange in reducing workplace deviance behavior. The findings show that attachment anxiety and attachment avoidance (...) are both positively related to workplace deviance behavior. Attachment anxiety and attachment avoidance both indirectly predict organizational deviance behavior through organization-based self-esteem. Moreover, leader–member exchange can moderate the indirect effects of both attachment anxiety and attachment avoidance on organizational deviance behavior via organization-based self-esteem. This research highlights the fact that employees with insecure attachment style need more care from the organization during the COVID-19 pandemic and demonstrates that one of the key ways in which insecure attachment style increases organization-based self-esteem is by facilitating the development of high-quality leader–member exchange. (shrink)

Various studies have recognized the importance of humility as a foundational aspect of virtuous leadership and have revealed the beneficial effects of leader humility on employee moral attitudes and behaviors. However, these findings may overestimate the benefits of leader humility and overlook its potential costs. Integrating person–supervisor fit theory and balance theory with the humility literature, we employ a dyadic approach to consider supervisor and employee humility simultaneously. We investigate whether and how the congruence of supervisor and employee humility influences (...) employee citizenship and deviance behaviors. We conducted a multilevel, multiphase, and multisource field study to test our hypotheses. The results of cross-level polynomial regression analyses revealed that when supervisors and employees were incongruent in humility, employees experienced higher levels of negative affect toward supervisors. Also, compared to those in low–low congruent dyads, employee negative affect toward supervisors was lower in high–high congruent dyads. The results further revealed asymmetric incongruence effects: employees experienced the highest levels of negative affect toward supervisors when their own humility was lower than their supervisors’. In addition, we found that employee negative affect toward supervisors mediated the impacts of supervisor–employee congruence in humility on employee organizational citizenship behavior and counterproductive work behavior. (shrink)

Drawing on the perspective of causal reasoning and the social cognitive theory of moral thought and action, this study explores the mechanisms underlying the association between exposure to exploitative leadership and employee workplace deviance. The results of a time-lagged survey conducted in China reveal that exposure to exploitative leadership can evoke a moral justification process that leads to increased employee organizational and interpersonal deviance. A tendency toward hostile attribution bias reinforces the direct link between exploitative leadership and (...) moral justification and the indirect effects of exploitative leadership on employee organizational and interpersonal deviance, via moral justification. The theoretical and practical implications of this study are discussed and potential directions for future studies are proposed. (shrink)

This paper examines with the use of aggregate data from the U.S. Department of Justicethe extent of contemporary white-collar crime as a consequence of multiple normative standards existing within corporations. Given the implications of globalization, the desire for increased profits, and the declining role of regulatory agencies across much of the world (save for Europe, Japan, Mexico and India), paper suggests that the incidence of corporate deviance is likely to increase in the foreseeable future.

Constructive deviance describes acts that benefit the organization by deviating from outdated organizational norms. Despite emerging interest in this behavior, questions remain about why and how constructive deviance occurs. This paper integrates social learning and uncertainty reduction theories, and develops a multilevel model linking team-level ethical leadership to employee constructive deviance. Surveying 313 subordinates and 52 supervisors from 15 different companies in eastern China, we find that team-level ethical leadership has a positive impact on employee constructive (...) deviance, and that both psychological safety climate and employee moral self-efficacy partially mediate this relationship. In addition, we find a positive cross-level moderating effect of psychological safety climate. These findings contribute to understanding employees’ constructive deviance in the workplace, and provide valuable implications for managerial practices. (shrink)

Researchers advocate that workplace spirituality has the potential to increase “constructive deviant behavior” among employees across different types of organizations and professions by engaging individuals in meaningful ways. This research examines the link between workplace spirituality and constructive deviant behavior. Literature on the issue of workplace spirituality suggests that meaningful work has the potential to increase positive organizational outcomes. This study was carried out on a purposively selected sample of 152 managers from the oil and gas industry in India. (...) The paper investigates the relationship between workplace spirituality and constructive deviance with the help of a wide range of statistical tools including mean, factor analysis, correlation, and regression. Six Indian constructs of workplace spirituality were examined to assess the relationship between workplace spirituality and constructive deviance. (shrink)

This study investigates the connection between following Islamic work ethics (IWE) and workplace deviance, and explores the role of perceived organizational politics as a mediator and the impact of incivility initiated by supervisors as a second-stage moderator. Data were collected via a two-wave survey of 205 professionals in various industries. Results show that those who adhere to IWE exhibit a negative link to workplace deviance, as they have less involvement in organizational politics. The study also finds (...) that incivility initiated by supervisors intensifies the positive relationship between perceived organizational politics and workplace deviance. Interestingly, the study shows that the effect of IWE in reducing workplace deviance through organizational politics is stronger when incivility is high. The findings offer valuable insights for organizations on the positive impact of adhering to IWE on reducing perceived organizational politics and workplace deviance. (shrink)

Research on deviant organizational practices has demonstrated that normative and cognitive institutional forces contribute to making deviance acceptable. Data from a survey of 3,751 Chinese firms were applied to test the idea that a clearly articulated alternative identity is necessary if a firm is to resist the normalization of deviance. Widespread acceptance of delinquency in repaying loans was shown to make it more likely that a firm adopts that practice, but this normalization process is less likely for (...) firms with a stronger anti-deviance identity. (shrink)

Introduction -- Fraud in research : frequency patterns -- An organizational approach to research fraud -- Fraud, lies, deceptions, fabrications, and falsifications -- Deviance in scientific research : norms, hot spots, control -- Concluding discussion.

This paper integrates the inclusion and organizational ethics literatures to examine the relationship between employees’ perceptions of an organizational integration and learning approach to diversity and two employee outcomes: organizational citizenship behavior toward the organization and interpersonal workplace deviance. Findings across two field studies from the USA and Germany show that employees’ perceptions of an organizational integration and learning approach to diversity are positively related to perceived organizational ethical virtue. Perceived organizational ethical virtue (...) further transmits the effect of employees’ perceptions of an organizational integration and learning approach to diversity on both organizational citizenship behavior toward the organization and interpersonal workplace deviance. In addition, we find support for a moderated indirect effect model whereby the indirect effect of the perceived integration and learning approach to diversity on the dependent variables through perceived organizational ethical virtue is stronger when employees have high personal value for diversity rather than low personal value for diversity. These results underscore the importance of having a fit between employees’ perceptions of an organization’s approach to diversity and employees’ personal value for diversity in order for inclusion to result in positive employee behaviors. Results emphasize the ethical responsibility of organizations in terms of how they approach diversity. (shrink)

Diane Vaughan’s popular book, The Challenger Launch Decision: Risky Technology, Culture and Deviance at NASA, advances a thesis that I termed the “cog in the machine manifesto”: since the Challenger disaster was the result of the determined, mechanistic movement of the parts of the organizational system; once the mechanism was set in motion, the disaster was inevitable, and could not have been prevented. In order to expose the fallacies of the cog in the machine manifesto, I consider an (...) alternative umbrella thesis and four sub-theses. The umbrella thesis proposes that the causes of the Challenger disaster were the lack of an overall 'safety first' ethos, and irresponsible choice and poor decision-making practices in the lead up to and including the final risky decision. The four sub-theses are as follows: (1) the widespread justification that one always faces inherent risk when one operates in the realm of risky technology (a thesis foreshadowed by Vaughan’s book) is an illicit and misleading justification when one considers that there is no binding necessity to employ the risky technology; (2) the real culprit is not so much "risky technology," which locates the risk in the technology, but "risky assessment," which locates the risk in the decision to employ technology while not basing that decision on known safe designs and continued use on performance data; (3) the decision to choose an Orbiter without a passenger and crew abort system is proof in and of itself of a lack of a "safety first" management priority; (4) an analysis of the fateful eve of the Challenger launch teleconference launch decision makes it impossible to construe it as a banal, routine and inevitable organizational mistake. A careful examination of the “cog in the machine manifesto” and similar frameworks that purport to explain moral disasters will reveal that the language of risky technology, organizational complexity, and inevitable accidents is deeply pernicious and should thus be avoided at all costs. (shrink)

Considering the organization’s ethical context as a framework to investigate workplace phenomena, this field study of military reserve personnel examines the relationships among perceptions of psychosocial group variables, such as cohesiveness, helping behavior and peer leadership, employee job attitudes, and the likelihood of individuals’ withholding on-the-job effort, a form of organizational misbehavior. Hypotheses were tested with a sample of 290 individuals using structural equation modeling, and support for negative relationships between perceptions of positive group context and withholding effort by (...) individual employees was found. In addition, individual effort-performance expectancy and individual job satisfaction were negatively related to withholding effort. The findings provide evidence that individual perceptions of positive group context play a key role in the presence of misbehavior at work. The results indicate that positive group context might be an important element of ethical climate that should be managed to temper occurrence of such adverse work behavior. (shrink)

Everyday there are revelations of organizations behaving in discreditable ways. Sometimes these actions result in damage to an organization's reputation, but often they do not. In this article, we examine the question of why external stakeholders may overlook disclosed discreditable actions, even those entailing ethical breaches. Drawing on stigmatization theory, we develop a model to explain the likelihood of reputational loss following revelations of discreditable actions. The model integrates four properties of actions (perceived control, perceived certainty, perceived threat, and perceived (...) deviance), stakeholder motivation, and media coverage. Implications for theory and for practitioners concerned with reputation management are discussed. (shrink)

The current study investigated the relationship of the Dark Triad with peer reporting, which occurs when an employee informs management that another coworker has engaged in counterproductive work behavior (CWB). We hypothesized that low organizational commitment would strengthen the negative relationships between each Dark Triad trait and peer reporting. Data from 281 employees suggested that low organizational commitment indeed strengthened the negative relationships between (a) narcissism and the base rate of peer reporting CWBs and (b) psychopathy and the (...) base rate of peer reporting CWBs. Our findings thus extended Dark Triad research to the topic of peer reporting. (shrink)

The dominant academic paradigm and the main inspiration of anticorruption policies is the economic theory of corruption, according to which anticorruption policies should be focused on raising the costs associated with corrupt behavior. In this article, I provide three reasons to explain why anticorruption interventions in organizations inspired by the economic theory of corruption frequently fail. I contribute to the current literature by integrating the literature on constructive deviance, on personality psychology, and on managerial biases in ethical decision-making into (...) the study of corruption and into the design and implementation of anticorruption interventions. Research propositions are advanced. Research and practice implications are discussed. (shrink)

Organizational deviance represents a costly behavior to many organizations. While some precursors to deviance have been identified, we hope to add to our predictive capabilities. Utilizing social cognitive theory and psychological contract theory as explanatory concepts, we explore the role of moral disengagement and turnover intentions, testing our hypotheses using two samples: a sample of 44 nurses from a hospital system in the Southwestern United States (Study 1), and a sample of 52 working adults collected from an (...) online survey system (Study 2). Results strongly supported our hypotheses in both samples, indicating that the self-regulatory deactivation inherent in moral disengagement led to increased organizational deviance; effects that were much more pronounced when turnover intentions were high. Our findings support the increased role of cognition in determining behavior when environmental pressures stemming from the psychological contract have been altered, leading to a number of theoretical and practical implications, particularly in industries with high turnover rates. (shrink)

The duty to protect patient welfare underpins undergraduate medical ethics and patient safety teaching. The current syllabus for patient safety emphasises the significance of organisational contribution to healthcare failures. However, the ongoing over-reliance on whistleblowing disproportionately emphasises individual contributions, alongside promoting a culture of blame and defensiveness among practitioners. Diane Vaughan’s ‘Normalisation of Deviance’ provides a counterpoise to such individualism, describing how signals of potential danger are collectively misinterpreted and incorporated into the accepted margins of safe operation. NoD is (...) an insidious process that often goes unnoticed, thus minimising the efficacy of whistleblowing as a defence against inevitable disaster. In this paper, we illustrate what can be learnt by greater attention to the collective, organisational contributions to healthcare failings by applying NoD to The Morecambe Bay Investigation. By focusing on a cluster of five ‘serious untoward incidents’ occurring in 2008, we describe a cycle of NoD affecting trust handling of events that allowed poor standards of care to persist for several years, before concluding with a poignant example of the limitations of whistleblowing, whereby the raising of concerns by a senior consultant failed to generate a response at trust board level. We suggest that greater space in medical education is needed to develop a thorough understanding of the cultural and organisational processes that underpin healthcare failures, and that medical education would benefit from integrating the teaching of medical ethics and patient safety to resolve the tension between systems approaches to safety and the individualism of whistleblowing. Data sharing not applicable as no datasets generated and/or analysed for this study. (shrink)

Lying and dysfunctional impression management have been identified as two serious forms of deviant behavior in organizations. One manifestation of such behavior is distortion of one's résumé. In 1981, Janet Cooke lost American journalism's highest honor, the Pulitzer Prize, and her job when her work was exposed as a hoax. The revelation surfaced after it was discovered that she had lied on her résumé and her biographical record. Twenty years later, football coach George O'Leary resigned from one of the most (...) coveted jobs in college sports when it was discovered that he had falsified his academic and athletic accomplishments decades earlier. This paper summarizes the two cases — their similarities and differences — and places them in the context of organizational deviance. The case studies provide discussion points, practical advice and instructional material for students in business ethics and management classes. Lessons include the importance of preparing accurate, unvarnished résumés and the morally bankrupt nature of allegedly minor distortions that can later cause huge trouble for the individuals and the institutions involved. (shrink)

“Quality” refers nominatively to a standard of performance. Quality is the central idea that differentiates speech protected by academic freedom (the right to worthwhile utterances) from constitutionally protected speech (the right to say anything at all). Extant documents and discussions state that professional peers determine quality based on norms of a field. But professional peers deem utterances and activities as consonant with quality only in reference to criteria that establish meaning of the term. In the absence of articulation, these criteria (...) are ambiguous. Consequently, there exists recurrent confusion about what faculty members have a defensible right to say and do. This article develops an ontology of quality in reference to higher education teaching, a component of academic careers generally not subject to extensive peer review and where instructors thereby exercise considerable autonomy. The ontology identifies three criteria that bound quality: constraint, context, and amplitude. Boundedness exists only insofar as boundaries are controlled. The article examines two types of problems in professional control that affect quality: slippage and overreach. Both are instances of organizational deviance and abrogation of professional ethics. It is argued that the patterns threaten the structural integrity and public confidence of faculty, fields, and higher education institutions. (shrink)

We thank the commentators for their thoughtful engagement with our paper.1 In different ways, they make the same substantial point: our suggested interventions are not enough to solve the problems of organisational failure. On this we wholeheartedly agree. Organisational failure in healthcare is complex and multifaceted, it cannot be solved by one intervention in medical education. We did not intend to imply that our proposals alone would solve organisational failure, and this positioning misconstrues the aims of our paper. We had (...) more modest ambitions, we wanted to shift the analytical emphasis away from the individual and explore the implications raised by our analysis for our piece of the jigsaw—medical education. Having stepped away from such grand claims, the commentators make some valid points to which we would like to respond more specifically. Jesudason makes the distinction that normalisation of deviance (NoD) is well suited to understand institutional misfeasance but not malfeasance.2 We are inclined to agree; NoD can do some things but not all. Likewise, …. (shrink)

Warning behaviour prior to an act of severe targeted school violence was often not recognized by peers and school staff. With regard to preventive efforts, we attempted to identify barriers to information exchange in German schools, and understand mechanisms that influenced the recognition, evaluation, and reporting of warning behaviour through a teacher or peer. Our analysis is based on inquiry files from eleven cases of German school shootings that were obtained during the three-year research project “Incident and case analysis of (...) highly expressive targeted violence (TARGET)". We conducted a qualitative retrospective case study to analyze witness reports from school staff and peers. Our results point to subjective explanations used by teachers and peers towards conspicuous behaviour (e.g., situational framing, typical adolescent behaviour), as well as reassuring factors that indicated harmlessness (e.g., no access to a weapon). Additionally, we found organizational barriers similar to those described in US-American case studies (e.g., organizational deviance). (shrink)

The authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior. Drawing upon research related to the behavioral plasticity hypothesis, the authors examined a moderating role of follower self-esteem in these relationships. Results from a field study revealed that ethical leadership is positively related to follower OCB and negatively related to deviance. We found that these relationships are moderated by followers' self-esteem, such that the relationships between ethical leadership and OCB as well (...) as between ethical leadership and deviant behavior are weaker when followers' self-esteem is high than low. Implications of these findings for research and practice are discussed. (shrink)

”This paper describes a new and innovative measure that is developed to predict workplace deviance through the measurement of Machiavellianism and Compliant Behavior. Two field studies were conducted to study the validity of the digital work simulation. In Study 1, support was found for the construct validity of the simulation. The constructs as measured with the simulation correlated significantly with self-reported measures of the constructs and were related to personality and self-esteem. Study 2 examined the criterion-related validity of the (...) simulation and showed that through the assessment of Machiavellianism the simulation was able to predict workplace deviance, and incrementally predicted organizational deviance over and above the Machiavellianism Personality Scale. Machiavellianism as measured with the simulation was less susceptible to social desirable answering compared to the Machiavellianism self-report. The paper finishes with study limitations, future research directions, and practical implications. (shrink)

Daniel Taylor and Dawn Goodwin present a case study of the Morecambe Bay Inquiry (MBI), which examined the high rate of maternal and neonatal deaths over a period of 9 years (2004–2013), within the small maternity unit of Furness General Hospital (FGH), one of the three hospitals comprising Morecambe Bay Hospitals Trust.1 They examine this through a conceptual lens, and provide a solution involving changes in medical education. This commentary explores both these elements. First, they use the lens of ‘Normalisation (...) of Deviance’ (NoD) to explain organisational failure. However, other available lenses such as ‘Sociology of Disasters’, ‘Organisational Silence’ and ‘Comfort-seeking Behaviour’ may point to different problems and solutions. More justification for their choice of the lens of NoD would have been useful. Similarly, more justification for their focus on a cluster of five ‘serious untoward incidents’ (SUIs) occurring in 2008 would also have been useful. They suggest that before 2008, the perinatal mortality rate was low, patient satisfaction was high and recent level 2 accreditation of maternity services by the Clinical Negligence Scheme for Trusts all suggested standards of care within the obstetric department were adequate. This stream of positive signals is likely to have contributed towards a genuine belief of safe operation within the maternity unit by staff and board members. However, as they acknowledge, the first problem can be seen in 2004. According to the MBI,2 there were SUIs in the years before and after 2008, but this …. (shrink)

Lying and dysfunctional impression management have been identified as two serious forms of deviant behavior in organizations. One manifestation of such behavior is distortion of one's résumé. In 1981, Janet Cooke lost American journalism's highest honor, the Pulitzer Prize, and her job when her work was exposed as a hoax. The revelation surfaced after it was discovered that she had lied on her résumé and her biographical record. Twenty years later, football coach George O'Leary resigned from one of the most (...) coveted jobs in college sports when it was discovered that he had falsified his academic and athletic accomplishments decades earlier. This paper summarizes the two cases - their similarities and differences - and places them in the context of organizational deviance. The case studies provide discussion points, practical advice and instructional material for students in business ethics and management classes. Lessons include the importance of preparing accurate, unvarnished résumés and the morally bankrupt nature of allegedly minor distortions that can later cause huge trouble for the individuals and the institutions involved. (shrink)