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This study examines why and how identity cognitions, including group identification and individual differentiation, influence the positive deviance of employees. We identify the risk-taking intention of employees as a critical psychological mechanism to overcome stigma-induced identity threat of positive deviance. The analysis of data collected fro...
Contexts in source publication
Context 1
... results of the better-fitting, partial mediation model are presented in Figure 1. Among the control variables that were included, gender indicated a highly significant relationship with risk- taking intention (β = -.21, ...
Citations
... This study maintains that prosocial motivation and SC mediate the relationship between internally and externally perceived CSR and CD. According to researchers, the three forms of deviancedestructive, constructive and creativelie under the broad description of "violating the norm", and pro-social motivation and SC can serve as a foundation for constructive and creative deviancy (Kim and Choi, 2018;Shukla and Kark, 2020). In this vein, the results of this study strengthen the assumption that prosocial motivation and SC lead to constructive CD. ...
Purpose
This study aims to explore the underlying mechanisms of the less studied relationship between perceived corporate social responsibility (CSR) (both internal and external) and creative deviance (CD). Based on the signalling and social capital (SC) theories, this study proposes that the relationship between CSR and CD is mediated by both the prosocial motivation and SC of the employees.
Design/methodology/approach
This study conducted a survey approach to gathering data and implemented a structural equation modelling technique for analysis.
Findings
Data collected from telecom employees supported the sequential mediation of both SC and prosocial motivation on the relationship between internally and externally perceived corporate social responsibility and CD.
Research limitations/implications
The in-depth analysis of the similarities and differences in the internal and external dimensions of CSR is valuable for understanding the antecedents of CD.
Practical implications
The in-depth analysis of the similarities and differences in the internal and external dimensions of CSR is valuable for understanding the antecedents of CD. Managers can use this knowledge to improve their performance by following better CSR practices that in turn foster SC and CD. By supporting SC, companies will be able to increase their intellectual capital (IC), which is necessary to compete in today's markets.
Originality/value
The present literature is mostly silent on the differences and similarities between perceived CSR and employee creative behaviour: CD. The present study fills this gap by investigating this important relationship and testing its underlying mechanisms for internally and externally perceived CSR separately. The paper puts forward the key role of SC, which is part of IC, in reinforcing the relationship between CSR and CD.
... While the negative impact of deviance at the behavioral level is widely recognized, the positive side of cognitive deviance cannot be ignored. Therefore, following Kim and Choi (2018) suggestion that research should focus more on the role of cognition in deviance and, in particular, on the two-sided effects of inconsistent mental models, our study aimed to expand the research on deviant workplace behaviors in a new, constructive direction toward deviant workplace cognition, which means inconsistent mental models in the current study. ...
Deviant cognition, referring to team members' different understanding of goals or rules, results in inconsistent mental models among the team. Although previous studies have examined the negative effects of inconsistent mental models on deviant behavior and performance in the workplace, they have failed to consider their positive effects and moderating mechanisms, thus limiting our understanding of how to manage inconsistent mental models and deviant cognition. To address this research gap, this study builds on the interpretation and information processing theory, which regards mental models as the result of information processing, especially involving interactions where interpretation of the information is required. The study initially recruited 174 team managers as participants to identify instances of managerial interpretation. The team managers' interpretation modes were then categorized into four types (absorb, shift, limit, and explore), and a questionnaire was developed to measure them. The moderating effects of the modes on execution and innovation performance were also examined. Matched data were then collected from interviews with 104 team managers and 312 of their team members. The regression results showed that absorb, shift, and limit interpretation modes, as well as the practice sets involving managers and members, attenuated the negative relationship between inconsistent mental models and execution performance. The explore interpretation mode and the practice sets enhanced the positive relationship between inconsistent mental models and team innovation. The findings of this study help to understand the cognitive level of deviance in teams and the moderating effects of managerial interpretation on the relationship between deviant cognition, or inconsistent mental models, and performance, suggesting the need to study and utilize the positive roles of inconsistent mental models or deviance through managerial interpretation. The results also call for firms to train managers' interpretation skills and design close working links with team members.
... Constructive deviance means that employees need to break from outdated organizational rules and adopt new processes FIGURE 1 | Hypothesized model. and norms for improving organizational value creation, thus enhancing motivation for organizational change and innovation (Kim and Choi, 2018). Constructive deviant behavior helps employees find benefits through exploring new possibilities. ...
Innovation is the primary driving force behind the development of China as a modern economic power. This study examines the impact of paternalistic leadership on innovation, proposing a theoretical model using the three dimensions of paternalistic leadership (i.e., benevolence, morality, and authoritarianism) as independent variables, constructive deviance as a mediating variable, and innovation performance as the dependent variable. Empirical results showed that benevolent and moral leadership has a positive impact on innovation performance while authoritarian leadership has a negative impact. Constructive deviance by employees has a positive impact on innovation performance. Benevolent and moral leadership has a positive impact on the constructive deviance of employees, while authoritarian leadership has a negative impact on constructive deviance. In addition, benevolent and moral leadership has a positive impact on innovation performance through the constructive deviance of employees, while the impact of authoritarian leadership is negative. In practice, leaders should recognize that constructive deviance is a double-edged sword and guide employees to engage in reasonable constructive deviant behavior, thereby creating sound organizational environments to foster innovation, eliminate barriers, and benefit from the positive impact of the constructive deviance of employees to enhance innovation performance.
... Given the growing interest in exploring positive side of workplace deviance, recent studies have attempted to explore various antecedents to positive deviance such as risk-taking (Morrison, 2006), work enjoyment (Galperin and Burke, 2006), perceived competence (Rios and Ingraffia, 2016), organisational identification (Dahling and Gutworth, 2017), job autonomy (Morrison, 2006), creativity (Lin et al., 2016), individual differentiation (Kim and Choi, 2018), problem-focused coping and job orientation (Pan et al., 2018). However, attempt to draw a relationship/hierarchy between these antecedents have not been made. ...
... To report and explain the positive side of workplace deviance, various terms such as constructive deviance, pro-social rule-breaking, positive deviance and creative deviance have been used by academic research. Among the various terminologies, positive deviance (Kibirango et al., 2017;Kim and Choi, 2018) is the most agreed-upon term; however, many studies have alternatively used the term constructive deviance to define the set of unauthorised employee behaviors that helps an organisation in realising its economic and financial goals (Appelbaum et al., 2007;Kura et al., 2016;Sharma and Singh, 2018;Malik and Lenka, 2019). Similarly, Morrison (2006) defined pro-social rule-breaking as an intentional violation of organisational policy, regulation or prohibition by an employee with the intention of welfare for the organisation or its stakeholders (Dahling et al., 2012). ...
... Individual differentiation was found to have a relationship with group non-conformity while access to reference groups may help an employee to possess a creative/innovative mindset. These findings are again in line with some previous research involving the variables (Spreitzer and Sonenshein, 2004;Appelbaum, 2007;Robbins and Galperin, 2010;Kim and Choi, 2018). At level IV, there are two Deviance to enhance employee engagement PDFs, namely, group non-conformity and creative/innovative mindset. ...
Purpose
Organisations today seek high engagement levels from their employees for their superior performance amid the highly competitive environment. The purpose of this paper is to examine the role of positive deviance facilitators (PDFs) in enhancing employee engagement at work.
Design/methodology/approach
The study adopts the interpretive structural modelling (ISM) and Matrice d’Impacts Croisés-Multiplication Appliquée á un Classement (MICMAC) analysis to understand the process of how positive deviance may fuel employee engagement in an organisation. Because of the lack of empirical evidence on the relationship between employee engagement and positive deviance, ISM approach was adopted as it helps in understanding the subjective experience and learnings of experts involved in the field. The MICMAC analysis classifies the relevant factors into four clusters and helps in understanding the dynamics involved.
Findings
Based on the opinions shared by industry and academia experts, a structural model was developed to understand the hierarchy and interactions among the eight PDFs leading towards employee engagement.
Research limitations/implications
The study offers both theoretical and practical implications. The model developed in the current study could be used as a base model for future studies concerning employee engagement and deviance. The importance of human resource management practices in fuelling positive deviance and employee engagement is also highlighted. The study discusses various practical implications for human resource managers and top management.
Originality/value
The literature on positive deviance at work is still at a nascent stage. Empirical studies on deviance largely focus on the destructive/negative side of workplace deviance, and studies on positive outcomes from workplace deviance are rare. This present study provides a unique opportunity to understand how positive deviance can be used to enhance the engagement levels of employees.
... If employees are highly tolerant to risk, this personal resource might diminish this fear (Arnesen and Foster, 2016). That is, the probability that employees experience normative environments as impediments to their organisational stature, if they were to engage in work-related creative activities, should be subdued when they are willing to take risks (Hobfoll and Shirom, 2000;Kim and Choi, 2018). In contrast, employees with a low risk tolerance are less well able to protect themselves against reputation-related fears that arise from unfavourable norms with respect to workrelated creative efforts (Kim and Choi, 2018;Mmobuosi, 1988). ...
... That is, the probability that employees experience normative environments as impediments to their organisational stature, if they were to engage in work-related creative activities, should be subdued when they are willing to take risks (Hobfoll and Shirom, 2000;Kim and Choi, 2018). In contrast, employees with a low risk tolerance are less well able to protect themselves against reputation-related fears that arise from unfavourable norms with respect to workrelated creative efforts (Kim and Choi, 2018;Mmobuosi, 1988). Beliefs about normative adversity, accordingly, are more likely to translate into a reluctance to undertake potentially disruptive creative activities at work. ...
... Employees who are risk tolerant are less concerned about the negative consequences that their potentially controversial work activities might evoke (Arnesen and Foster, 2016). As such, they are better equipped to avoid a scenario in which beliefs about normative adversity compromise plans to start a business bolstered by a willingness to undertake creative activities at work (Kim and Choi, 2018). ...
This article addresses the important question of why those in paid employment might be hesitant to start their own businesses. In particular, we predict how diminished work-related creativity of employees might mediate the relationship between their perceptions that societal norms do not support initiative taking and their own entrepreneurial intentions. In addition, we consider how risk tolerance and passion for work might buffer this process. Survey data, collected among public-sector employees in the United Arabic Emirates, confirm these predictions with the exception of indications for a buffering role of passion for work. For entrepreneurship stakeholders, this research reveals a critical factor – a diminished propensity to generate new ideas at work – by which employee beliefs about limited normative support for enterprising efforts may escalate into a reluctance to consider an entrepreneurial career. It also identifies how this process can be muted when employees are willing to take risks.
... We also controlled group identification at both individual and group levels for two reasons. First, although constructive deviance is a risky behavior, individuals with high group identification are more willing to take the risk with increased constructive deviance to improve organizational wellbeing [42]. Second, research has shown that identification with the licensing group is an important factor in moral credentialing effect [12]. ...
... Although group citizenship behavior is not up to the best intra-group correlation level, the results of variance analysis show that group citizenship behavior in different groups reached significant differences, F (53, 285) = 1.97, p < 0.01. As pointed out by previous researchers [42], when group size is small, a significant inter-group difference can be used as an aggregation criterion in practice. Thus, all these results provide strong support for aggregating group citizenship behavior, group identification, and environmental dynamism from the individual level to the group level. ...
Previous research on antecedents to constructive deviance remains scattered and inclusive. Our study conceptualizes constructive deviance from the perspective of ethical decision making and explores its antecedents, mechanism, and conditions. Drawing on moral licensing theory and social information processing theory, we propose that group citizenship behavior facilitates moral justification and constructive deviance when environmental dynamism is high and inhibits them when it is low; and moral justification fully mediates the relationship between the interaction of group citizenship behavior and environmental dynamism and constructive deviance. With two-wave panel data collected from 339 employees in 54 groups of five service companies in retailing, finance, and tourism randomly selected from three provinces in southern China, these hypotheses are all supported empirically. Our findings broaden the antecedents and occurrence mechanism of constructive deviance through an ethical decision-making lens. Our study contributes to the moral licensing literature by enriching the sources of moral licensing in the workplace and empirically demonstrating that moral justification may function as an underlying mechanism of moral licensing.
... Deviance can be viewed as a propitious basis of creativity and innovation rather than merely harmful behavior because creative and innovative processes often require individuals to deviate from existing norms and the status quo. By focusing on the positive side of deviant behavior, scholars have labeled the act of disregarding significant norms of the referent group to achieve socially desirable ends as positive deviance (Kim and Choi, 2018). Constructive deviance (or positive deviance) is defined as voluntary behavior that violates significant norms with the intent of improving the well-being of an organization, its members, or both (Galperin, 2002(Galperin, , 2012Vadera et al., 2013). ...
Purpose
Constructive deviance is a behavior that can contribute to the effectiveness of an organization despite its problematic nature. Too few studies have examined the correlates of this behavior. The purpose of this study is to examine variables that represent exchange and organizational culture and their relationship to supervisor-reported and self-reported constructive deviance.
Design/methodology/approach
The survey data were collected from 602 employees (a response rate of 67 per cent) in a large municipality in central Israel. Hierarchical linear modeling (HLM) analyses were performed for each of the dependent variables (three self-reported constructive deviances and three supervisor-reported constructive deviance) controlling for divisions and departments.
Findings
The findings showed that self-reported constructive deviance was explained much better by the independent variables than supervisor-reported deviance. Organizational justice and moral identity had a strong direct effect on constructive deviance (self-reported). The mediation effect showed that an organizational climate for innovation had the strongest mediation effect among the mediators. Psychological contract breach was found to have a limited effect on constructive deviance.
Practical implications
Organizations should encourage procedural justice to encourage their employees to act in support of the organization, whether openly (formal performance) or more secretly (constructive deviance). Also, organizations should support innovation climate if they want to increase constructive deviance of their employees.
Originality/value
In a time when innovation and creativity are gaining increasing importance as behaviors that contribute to organizational success, more research on constructive deviance is expected. This study increases our understanding of this important concept stimulates additional studies of it.
... Compared with lessskilled labour, skilled labour is characterised by various educational backgrounds and versatile career paths that lead to higher employability and (international) mobility, and thereby, to greater diversity in their target organisation. Employees benefit from diversity in terms of personal characteristics, expertise, and experiences when working in teams, because this diversity usually accelerates the individual's potential towards creativity and innovation (Gupta and Singhal, 1993;Kim and Choi, 2018;Østergaard et al., 2011;Van De Ven, 1986). Stimulating human interaction is inevitably involved in IWB, which incorporates a social process where people build coalitions (Kanter, 1988;Van De Ven, 1986;West and Farr, 1990). ...
In this paper, we advance our understanding of the relationship between slack and innovation in two ways. We distinguish between different slack types on the organisational level, and hypothesise and empirically test how they influence innovative work behaviour (IWB) of both employees and top managers on the individual level. Applying a multigroup analysis in PLS-SEM, we test our model with a sample of 403 individuals, 155 top managers and 248 employees, from the German real estate industry. We find support for our central argument that the influence of organisational slack on individuals’ IWB differs according to the type of slack and the organisational role of the individual.
... Employees who seem to have deviant behaviours normally violate organizational norms to increase the organisation functionality and to serve as a source of creativity and innovation, thus contributing to the organization's competitive advantage as well as to the societal wellbeing (Artz,, Hatfield and Cardinal, 2010). In developing economies, SMEs face a challenge of managing employees with deviant behaviours since they have a greater tendency to resign, develop stress related problems and low morale (Kim and Choi, 2017). They sometimes experience low self-esteem, an increase in fear and lack of confidence at work, as well as physical and psychological pain (Christian and Ellis, 2014). ...
... The SME manager may choose to either reward the behaviour or take a non-action by refraining from punishing the deviation. On the other hand, if the action is judged to be harmful or ineffective like wrong product or processes, the organization may refrain from punishing the action and encourages, where possible, the employees to re-group and take a new approach or learn from the failure to help guide the next attempt (Kim and Choi, 2017;Hazy, 2013). ...
This paper examines the relationship between positive deviance and entrepreneurial networking among SMEs. Using a mixed method approach combined self-administered questionnaires and interview guide covering 228 SMEs in Uganda, the cross-sectional nature of this study revealed key nuances about SMEs. The research findings confirmed a significant positive relationship between positive deviance and entrepreneurial networking among SMEs in Uganda. The findings also revealed that: SME owner/ managers should create enabling environment for people with divergent views to interact with each other to innovate new practices, such as accessing resources from the networks; managers should initiate new policies for error management to allow employees room to learn from mistakes; managers should acquire new skills of leadership skills to manage and utilize the knowledge and skills of positive deviants. This research therefore contributes to existing scholarship by providing nuances in the study of positive deviance and entrepreneurial networking among SMEs in Uganda through employing a complexity approach that transcends previous academic focus on social network theory.
... Employees who seem to have deviant behaviours normally violate organizational norms to increase the organisation functionality and to serve as a source of creativity and innovation, thus contributing to the organization's competitive advantage as well as to the societal wellbeing (Artz,, Hatfield and Cardinal, 2010). In developing economies, SMEs face a challenge of managing employees with deviant behaviours since they have a greater tendency to resign, develop stress related problems and low morale (Kim and Choi, 2017). They sometimes experience low self-esteem, an increase in fear and lack of confidence at work, as well as physical and psychological pain (Christian and Ellis, 2014). ...
... The SME manager may choose to either reward the behaviour or take a non-action by refraining from punishing the deviation. On the other hand, if the action is judged to be harmful or ineffective like wrong product or processes, the organization may refrain from punishing the action and encourages, where possible, the employees to re-group and take a new approach or learn from the failure to help guide the next attempt (Kim and Choi, 2017;Hazy, 2013). ...
