Article

Organizational misbehavior: Hypotheses, research and implications

Authors:
To read the full-text of this research, you can request a copy directly from the authors.

No full-text available

Request Full-text Paper PDF

To read the full-text of this research,
you can request a copy directly from the authors.

... These dysfunctional behaviors include withdrawal, harassment, and even theft or sabotage(Bennett & Robinson, 2000;Spector, Fox, Penney, Bruursema, Goh, & Kessler, 2006). Important organizational norms are almost invariably violated by these behaviors and organizations' goals, goals, procedures, productivity, profitability, and, of course, employees, are harmed (Aubé et al., 2009;Spector et al., 2006;Vardi & Weitz, 2002). These behaviors, which may be Note. ...
Article
Full-text available
Managers need to understand the types of perceptions, feelings, and reactions they should elicit from personnel under their direction. To this end, a parsimonious model is required. However, few comprehensive models linking managerial behaviours to employee states and outcomes have been developed and tested. Accordingly, this research articulates the importance of three critical constructs - leader–member exchange (LMX), job satisfaction, and perceived organizational justice – and associations with emotional exhaustion, work motivation, workplace misbehavior, and emotional intelligence as a concise and efficient model that explains the relationships between attitudes and states within individuals, and related, important work and personal outcomes. The model displayed a very high level of reliability and validity based on the exceptional fit of the structural equation models across two very large samples (over 1600 participants in each study).
... These dysfunctional behaviors include withdrawal, harassment, and even theft or sabotage(Bennett & Robinson, 2000;Spector, Fox, Penney, Bruursema, Goh, & Kessler, 2006). Important organizational norms are almost invariably violated by these behaviors and organizations' goals, goals, procedures, productivity, profitability, and, of course, employees, are harmed (Aubé et al., 2009;Spector et al., 2006;Vardi & Weitz, 2002). These behaviors, which may be directed toward the whole organization or its members, are costly to both(Bennett & Robinson, 2003). ...
Preprint
Managers need to understand the types of perceptions, feelings, and reactions they should elicit from personnel under their direction. To this end, a parsimonious model is required. However, few comprehensive models linking managerial behaviours to employee states and outcomes have been developed and tested. Accordingly, this research articulates the importance of three critical constructs-leader-member exchange (LMX), job satisfaction, and perceived organizational justice-and associations with emotional exhaustion, work motivation, workplace misbehavior, and emotional intelligence as a concise and efficient model that explains the relationships between attitudes and states within individuals, and related, important work and personal outcomes. The model displayed a very high level of reliability and validity based on the exceptional fit of the structural equation models across two very large samples (over 1600 participants in each study).
... Researchers have suggested that two groups of factors have led to misbehavior in the organization. These factors are personal (awareness, negative emotionality, compatibility, moral deliverance, age, sex, education level, primogeniture, marital status and emotional intelligence) and organizational (organizational justice, perceived organizational support, social pressure to conform, distrust and negative attitude towards managers and colleagues, the lack of consensus on goal and expectations, uncertainty in the job, management style, organizational ethical climate and organizational climate) [3,15]. Ten key factors lead to the misbehavior of employees. ...
... The theory has also been applied to a broad array of cultures and continents (Fekadu and Kraft, 2001;Molla et al., 2007;and Lugoe and Rise, 1999). Some research has applied TPB to work settings, such as support for an employee participation program (Dawkins and Frass, 2005), the use of structured interview techniques (Van der Zee et al., 2002), action plans of managers after performance feedback, (Maurer and Palmer, 1999), change management (Jimmieson et al., 2008), and organizational misdemeanors (Vardi and Weitz, 2002). ...
Article
As global warming becomes increasingly pressing, many countries have begun to adopt carbon labeling on agri-products. Thus, it is prospective and significant to conduct a study on assessing the behavioral change in buying low carbon farm products in China, a country new to carbon labelling. Using a sample of the actual buying behavior of 873 subjects in China, we first examine the impact of Attitude, Perceived behavioral control, and Subjective (i.e., declarative and injunctive) norms on Actual behavior. Then, we investigate the mediating role of Behavioral intention in Actual behavior's relation with Attitude, Perceived behavioral control, and Subjective norms, respectively. Further, we explore the role of Subjective injunctive norms in the model based on the theory of planned behavior. Declarative norms, Attitude, and Perceived behavioral control explain a significant proportion of variance in actual buying behavior of low carbon products. Intentions fully mediate the relationship between Declarative norms and Actual behavior while partially mediating for Attitude and Perceived behavioral control. Injunctive norms moderate the relationship between Declarative norms and Actual behavior while partially mediating the relationship between Declarative norms and Attitude. Perceived behavioral control partially mediates the relationship between Declarative and Injunctive norms. These results suggest potential revisions to the theory of planned behavior model and practical implications to facilitate behavioral change from diagnostic and interventional perspectives.
... Per questo motivo c'è da considerare un'ulteriore area del dominio della performance, quella chiamata dei comportamenti contro producenti (Counterproductive Workplace Behavior -CWB), denominati anche bad behaviors, incivil behaviors, misbehaviors o deviant behaviors; comportamenti cioè che contrastano l'organizzazione, che vengono attuati per ostacolare e penalizzare gli obiettivi organizzativi. Anche quest'area non è monodimensionale, Vardi e Weitz (2002) ne individuano le seguenti componenti: ...
Article
Full-text available
In recent years, there has been an increasing interest in the job performance as psychological construct. The paper reviews the literature concerning the frame of job performance and the specific aspect of adaptive performance on the workplace. After the introduction of primary theoretical frames about the domain of job performance, we proceed to describe the notion of adaptive performance and the main related models. Afterwards, referring to the most recent studies, we analyze several variables and perspective of future research. In conclusion we suggest a reference frame based on adaptation of work analysis model developed by Leplat e Cuny (1984).
Chapter
Emotional intelligence has evolved to be a major psychological construct. It provides the ability to monitor one's own and others' feelings and emotions and use this information for guiding one' s thinking and actions. There are different factors which help employees build up on emotional intelligence parameters. Psychological contract is one among them. It involves employees' opinion about the common obligation they have for the job and their employers. The outcome of the two variables is organizational commitment. It prevails when an employee is emotionally linked to the workplace. This research aims to study interactive association of emotional intelligence and psychological contract with organizational commitment in banking industry. Four psychological construct variables and components of organizational commitment will be identified for research. The study aims to identify possible links between emotional intelligence, psychological contract, and organizational commitment so that efficiency of employee can be increased manifold.
Chapter
It is observed that negative approaches in organizational functioning and attitudes towards work have recently become increasingly common. Such developments weaken employees’ feelings of commitment and dedication to the organization and work. To improve the organizational commitment and dedication of the employees, first, the causes of emotions that inhibit these emotions and solution methods to eliminate alienation to work should be analyzed. In this study, anti-productivity behaviours, their causes, factors that influence the formation of organizational trust and commitment, and the relations between anti-productivity behaviours will be evaluated.
Article
Full-text available
Employee theft rates were measured in manufacturing plants during a period in which pay was temporarily reduced by 15%. Compared with pre- or postreduction pay periods (or with control groups whose pay was unchanged), groups whose pay was reduced had significantly higher theft rates. When the basis for the pay cuts was thoroughly and sensitively explained to employees, feelings of inequity were lessened, and the theft rate was reduced as well. The data support equity theory's predictions regarding likely responses to underpayment and extend recently accumulated evidence demonstrating the mitigating effects of adequate explanations on feelings of inequity.
Article
Full-text available
Schein's (1985) model of organizational culture as assumptions, values, and artifacts leaves gaps regarding the appreciation of organizational culture as symbols and processes. This article examines these gaps and suggests a new model that combines Schein's theory with ideas drawn from symbolic-interpretive perspectives. The new model, called cultural dynamics, articulates the processes of manifestation, realization, symbolization, and interpretation and provides a framework within which to discuss the dynamism of organizational cultures. Implications of the cultural dynamics model for collecting and analyzing culture data and for future theoretical development are presented.
Article
Full-text available
Studied changes across time in measures of organizational commitment and job satisfaction as each related to subsequent turnover among 60 recently employed psychiatric technician trainees. A longitudinal study across a 101/2-mo period was conducted, with attitude measures (Organizational Commitment Questionnaire and Job Descriptive Index) collected at 4 points in time. Results of a discriminant analysis indicate that significant relationships existed between certain attitudes held by employees and turnover. Relationships between attitudes and turnover were found in the last 2 time periods only, suggesting that such relationships are strongest at points in time closest to when an individual leaves the organization. Organizational commitment discriminated better between stayers and leavers than did the various components of job satisfaction. (36 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Article
Full-text available
The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions of charismatic leadership theory predict such effects, none of them explains the process by which these effects are achieved. In this paper we seek to advance leadership theory by addressing this fundamental problem. We offer a self-concept based motivational theory to explain the process by which charismatic leader behaviors cause profound transformational effects on followers. The theory presents the argument that charismatic leadership has its effects by strongly engaging followers' self-concepts in the interest of the mission articulated by the leader. We derive from this theory testable propositions about (a) the behavior of charismatic leaders and their effects on followers, (b) the role of followers' values and orientations in the charismatic relationship, and (c) some of the organizational conditions that favor the emergence and effectiveness of charismatic leaders.
Article
Full-text available
An empirical analysis is conducted of the principal determinants of a professional deviant/adaptive behavior scale. Data are furnished from 115 salaried professionals representing different disciplines. Several prediction equations successfully explain much of the variance in the behavioral and cognitive reactions of professionals when faced with conflicting expectations in their work environment. Age, enriched work conditions, professionally-oriented management, and professionalism appear as the most important determinants. Research and managerial implications are discussed.
Article
Full-text available
In order for researchers to understand and predict behavior, they must consider both person and situation factors and how these factors interact. Even though organization researchers have developed interactional models, many have overemphasized either person or situation components, and most have failed to consider the effects that persons have on situations. This paper presents criteria for improving interactional models and a model of person-organization fit, which satisfies these criteria. Using a Q-sort methodology, individual value profiles are compared to organizational value profiles to determine fit and to predict changes in values, norms, and behaviors.
Article
A model of work attitudes, distinguishing between normative and instrumental processes as behavioral determinants, serves as the framework within which commitment is conceptualized. Commitment is defined as the totality of internalized normative pressures to act in a way that meets organizational interests. Organizational identification and generalized values of loyalty and duty are viewed as its immediate determinants. Thus commitment can be influenced by both personal predispositions and organizational interventions. The role of recruitment, selection, and socialization in affecting members' commitment is discussed.
Article
In this article we introduce the concept of workplace incivility and explain how incivility can potentially spiral into increasingly intense aggressive behaviors. To gain an understanding of the mechanisms that underlie an "incivility spiral," we examine what happens at key points: the starting and tipping points. Furthermore, we describe several factors that can facilitate the occurrence and escalation of an incivility spiral and the secondary spirals that can result. We offer research propositions and discuss implications of workplace incivility for researchers and practitioners.
Article
In order for researchers to understand and predict behavior, they must consider both person and situation factors and how these factors interact. Even though organization researchers have developed interactional models, many have overemphasized either person or situation components, and most have failed to consider the effects that persons have on situations. This paper presents criteria for improving interactional models and a model of person-organization fit, which satisfies these criteria. Using a Q-sort methodology, individual value profiles are compared to organizational value profiles to determine fit and to predict changes in values, norms, and behaviors.
Article
Executive Overview After reading in this issue of AME “Hubble error: Time, money and millionths of an inch,” we expected that many readers would want to try to understand what happened and why. Anticipating this reaction, we asked prominent management scholars and consultants for their comments. What follows is a first installment. Editor
Article
The study of organizational culture may benefit from a focus on shared values, one of its measurable core elements. A typology of value systems based on the content (functional-elitist) and source (traditional-charismatic leadership) of values permits a contingency approach for the analysis of the emergence, change, and maintenance of a culture as well as the contributions culture makes to organizational effectiveness.
Article
The research identifies five ways individuals are socialized into organizations. It then presents both a theoretical model and empirical data on how different aspects of the socialization experience influence progress in each of the five socialization processes. Finally, the paper presents some common themes that run through the multiple socialization processes.
Article
This study examines the relationships between violations of employees' psychological contracts and their exit, voice, loyalty, and neglect behaviors. Using a sample of over 800 managers, this research found that psychological contract violations result in increased levels of exit, voice, and neglect behaviors and decreased levels of loyalty to the organization. In addition, this research examines the moderating effects that situational factors (such as the availability of attractive employment alternatives) have on the relationships between psychological contract violations and managers' behaviors. The results suggest that these situational factors moderate the relationship between psychological contract violations and exit, but not the relationships between psychological contract violations and voice, loyalty, or neglect. Finally, this research also examines differences in the nature of psychological contract violations experienced across three categories of workers: new managers entering the workforce, expatriates and managers in international business, and managers working in downsizing or restructuring firms. The results suggest that psychological contract violations are both more frequent and more intense among managers working in downsizing or restructuring firms, particularly in terms of job security, compensation, and opportunities for advancement.
Article
This article presents a review of the literature addressing employees' alcohol abuse and dependence. Based on this review, the authors identify four perspectives adopted by social scientists studying drinking behavior and the work place. The work culture perspective postulates that administrative and occupational subcultures establish norms for alcohol use. The social control perspective postulates that an organization's disciplinary structure may either inhibit or create opportunities for the development of drinking problems. The alienation perspective and the work stress perspective postulate that various work place conditions (e.g., boring tasks, work overload) cause distress, which employees may seek to relieve with alcohol. The authors recommend that these four perspectives guide future research and current efforts to reduce risk factors in the work place that are associated with drinking behavior.
Article
Questionnaire data obtained from 97 supervisory and nonsupervisory employees representing the Production, Production Services, Marketing, and Administration departments of an Israeli metal production plant were used to test the relationship between selected personal and organizational attributes and work related misbehavior. Following Vardi and Wiener's (1996) framework, Organizational Misbehavior (OMB) was defined as intentional acts that violate formal core organizational rules. We found that there was a significant negative relationship between Organizational Climate and OMB, and between the Organizational Climate dimensions (Warmth and Support, and Reward), and OMB. Also, the activities of misbehavior reported by both managers and employees were negatively related to the Rules, Instrumental and Caring dimensions of Ethical Climates as defined by Victor and Cullen (1988).
Article
Inquiries into the nature of deviance in the employment setting have generally assumed (without much empirical support) that an important explanatory factor is the employee's perception regarding quality of the work experience. Testing the above hypothesis, this study examines self-report data from almost 5000 respondents in 35 midwestern corporations, concluding that both “general” and more “specific” measures of job satisfaction are significantly related (in the predicted negative direction) to reported involvement in deviant acts against the formal work organization.
Article
Research into the phenomenon of workplace deviance has separately focused on two types of employee rule‐breaking behavior, 1) acts against the property and assets of the organization and 2) various types of counter‐productive behavior. In an attempt to compare the theoretical and empirical similarity of these two forms of employee deviance, this paper examines the self‐reported involvement in both property and production deviance among a population of employees randomly sampled from three industry sectors and three metropolitan areas. Utilizing a weighted least squares logit regression analysis, the findings support continued conceptual separation of these two forms of employee rule‐breaking as they seem to be explained by slightly different configurations of the “social bonding” model. Involvement in property deviance seems to be primarily the result of a lack of future “commitment” to the organization, while counter‐productive behavior is better understood using a combination of “commitment, attachment, and involvement” variables in the model. Further, both forms of workplace deviance were significantly more likely to involve younger employees.
Article
Culture is defined as a system of shared values which produces normative pressures on members of organizations. Its unique influence on individuals' motivation is to enhance members' commitment, which acts jointly with instrumental motivation to influence individuals' behavior. Conditions affecting the relative weight of cultural-normative and instrumental processes in determining behavior are discussed.
Article
Honesty is a key element of ethical behavior in organizations, yet has received little theoretical or empirical attention. This article derives a model of the antecedents of deception in organizations. Self-interest theories, such as agency theory, and prosocial behavior theories of behavior are reviewed and an argument developed that intrapersonal conflict may meld the divergent theories and explain lying in organizations. Role theory identifies potential sources of intrapersonal conflict in organizations that may serve as antecedents to lying. Different types of role conflict are examined, each of which may lead to distress, and, in turn, may be resolved through deception: People may behave according to one role demand, and then state, or create the impression of, having behaved according to another role demand.
Article
Observers of organizations recognize now that work related misconduct is both pervasive and costly. There is ample evidence that members of organizations sabotage processes, steal company property, harass others, cheat the government, or mislead customers. Companies and the public pay dearly. What are the motivational forces that drive organizational members to exhibit such varied forms of misconduct? Are these forces different from those that drive them to engage in constructive behavior? What kinds of personal and organizational factors influence such acts of intentional misbehavior? Our basic objectives in this paper are three-fold; first, to formally define a new construct of Organizational Misbehavior (OMB), and to discuss the theoretical implications of the definition; second, to identify different types of OMB; and third, to develop a conceptual framework that would allow the inclusion of OMB in a comprehensive theory of work motivation, applicable to both proper and improper conduct. We define Organizational Misbehavior as “any intentional action by members of organizations that violates core organizational and/or societal norms.” A crucial element in the definition is the intention underlying the misbehavior. It therefore serves as the basis for the distinction among three types or organizational misbehavior: (a) OMB Type S, misbehavior that intends to benefit the self; (b) OMB Type O, misbehavior that intends to benefit the organization; and (c) OMB Type D, misbehavior that intends to inflict damage. In order to integrate these forms of misconduct within a comprehensive motivational framework, we use the distinction between normative and instrumental sources of motivation. We propose that people who engage in OMB Type S are primarily motivated by self-interest consideration (i.e., instrumental processes), whereas those that perpetrate OMB Type O do so mostly because of strong identification with and loyalty to their organization (i.e., normative processes). OMB Type D, however, may he triggered by either instrumental or normative forces, or by both at the same time. The various instrumental and normative factors that influence misbehavior are not only personal; they can also be organizational. On the individual level, we refer to such factors as the stage of moral development and personal need satisfaction At the organization level, we examine the role of such factors as organization culture and cohesiveness. We finally use the instrumental-normative framework to derive a set of formal propositions about the effects of some of these factors on the form and intensity of OMB.
Article
This study investigated the relation of the "Big Five" personality di- mensions (Extraversion, Emotional Stability, Agreeableness, Consci- entiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled). Results indicated that one dimension of person- ality. Conscientiousness, showed consistent relations with all job per- formance criteria for all occupational groups. For the remaining per- sonality dimensions, the estimated true score correlations varied by occupational group and criterion type. Extraversion was a valid pre- dictor for two occupations involving social interaction, managers and sales (across criterion types). Also, both Openness to Experience and Extraversion were valid predictors of the training proficiency criterion (across occupations). Other personality dimensions were also found to be valid predictors for some occupations and some criterion types, but the magnitude of the estimated true score correlations was small (p < .10). Overall, the results illustrate the benefits of using the 5- factor model of personality to accumulate and communicate empirical findings. The findings have numerous implications for research and practice in personnel psychology, especially in the subfields of person- nel selection, training and development, and performance appraisal.
Article
Role-set configuration is examined as a predictor of ethical/unethical behavior among two random samples of advertisers [corporate clients and ad agency account executives]. The specific reported behaviors analyzed are intraorganizational behaviors available to most employees. The conceptual framework is based on differential association theory and role set configuration analysis. The three dimensions of role-set configuration used to predict ethical/unethical behavior are organizational location, relative authority and referent others' beliefs and behaviors as perceived by the focal person. The focal person's opportunity to participate in unethical behavior is also a predictor variable. Eighty-nine corporate clients and 136 agency advertisers responded to a questionnaire [a 33% return rate] consisting of a slightly revised version of Newstrom and Ruch's ethics scale. Seven types of predictors of ethical/unethical behavior, "What I do," are developed through principal component factor analysis. These seven variables include the beliefs and behaviors of referent others in various locations and authority positions which affect the focal person: [1] the focal person's beliefs, "What I believe"; 12] what the focal person thinks his/her peers believe, "Peer beliefs"; [31 what the focal person thinks his/her top management believes, "What top management believes"; [4] what the focal person thinks his/her peers do, "What my peers do"; [5] the opportunity the focal person thinks he/she has to become involved in ethical/unethical behavior, 'My opportunity"; [6] and [7] what the corporate client thinks the advertising agency believes, "What the agency believes" and what the ad agency thinks the corporate client believes, "What the corporate client believes. " Focal persons were asked to respond to either variable [6] or [7] depending on which was a referent. This research demonstrates the influence of role-set proximity in predicting the ethical/unethical behaviors of both the corporate clients and the ad agency account executives with intraorganizational relationships being more important than interorganizational relationships. Interorganizational role-set of corporate clients for ad agency account executives and vice versa is not a predictor of ethical/unethical behavior. Opportunity is a predictor of ethical/unethical behavior for both respondent types. The relative authority and attitude/behavior dimensions influence ethical/unethical behavior of both respondent types, although corporate advertiser's ethical/unethical behavior is predicted by top management's beliefs and the ad agency account executives' ethical/unethical behavior is predicted by the behaviors of peers.
Article
A differential association model of unethical behavior was utilized to predict unethical behavior among marketing practitioners. The data were collected through a systematic random sample of 280 marketing managers selected from the 1975 American Marketing Association roster. Newstrom and Ruch 's 17-item ethics scale was used to develop six types of predictors of unethical behavior, "What I do, " among marketers. These six types of variables included (1) the marketer's beliefs, "What I believe"; (2) what the marketer thought his peers believed, "Peer beliefs"; (3) what the marketer thought top management believed, "What top management believes"; (4) what the marketer thought his peers did, "What my peers do"; (5) the opportunity the marketer thought his peers had to become involved in un-ethical behavior, "Opportunity for peers"; and finally (6) the opportunity the marketer himself had to become involved in unethical behavior, "Individual opportunity." In the case of these marketing practitioners, their perceptions of what their peers do and their own opportunity to become involved in unethical behavior that involved others were better predictor variables than were any of the other variables analyzed.
Article
Article
These results may be summarized as follows: When branch employees perceive a strong service orientation in their branch, the customers of those branches report not only that they receive generally superior service, but that specific facets of service are handled in a superior manner. In addition, employees themselves experience less negative consequences at work when their branch has more of an enthusiastic orientation to service. Thus, employees are less dissatisfied and frustrated, more likely to plan to remain in their branch, and they experience less role conflict and role ambiguity when the branch is more like employees feel it should be— that is, more enthusiastic in its approach to service.
Article
In this article, a facet analytic approach is applied toward the delineation of the definitional parameters of organizational stress. In contrast to past conceptualizations, the present definition is built upon the view of stress as arising from an employee's perception of an environmental demand which exceeds her/his resources, and is theoretically distinct from the employee's coping processes and responses to the stress interaction. The uses of the facet definition of stress in (1) constructing questionnaires or interview schedules; (2) formulating hypotheses for further theorizing; and (3) guiding empirical research are demonstrated and illustrated.
Article
A model of work attitudes, distinguishing between normative and instrumental processes as behavioral determinants, serves as the framework within which commitment is conceptualized. Commitment is defined as the totality of internalized normative pressures to act in a way that meets organizational interests. Organizational identification and generalized values of loyalty and duty are viewed as its immediate determinants. Thus commitment can be influenced by both personal predispositions and organizational interventions. The role of recruitment, selection, and socialization in affecting members' commitment is discussed.
Article
An interactionist model of ethical decision making in organizations is proposed. The model combines individual variables (moral development, etc.) with situational variables to explain and predict the ethical decision-making behavior of individuals in organizations. A major component of the model is based on Kohlberg's cognitive moral development model which provides the construct definition, measurement tools, and theory base to guide future business ethics research. Research propositions are offered and practical implications are discussed.
Article
This study tests a comprehensive model of group effectiveness with 100 sales teams in the communications industry. Results indicate that traditional theories of group effectiveness match the implicit theories of team members. These theories account for 90 percent of the variance in team satisfaction and self-reported effectiveness but none of the variance in the teams' sales performance. The findings suggest that theories of group effectiveness need to be revised to include the way in which teams manage interactions across their boundary and the impact of the organizational context.
Article
Analyses the special difficulties encountered by an undercover worker researching unconventional behaviour in the workplace. Posits that the problems of such behaviour cannot be solved without accepting that it is meaningful to the actors. Reports qualitative participant-observer research in the entertainments industry, in the course of which 451 cases of unconventional practices were collected and analysed with respect to: forms of behaviour, styles (modus operandi – covert and overt) and motives and meanings. Presents a three-dimensional model and offers recommendations in the form of guidelines for management on how to deal with these practices effectively.
Article
▪ Abstract In keeping with traditional sociological concerns about order and disorder, this essay addresses the dark side of organizations. To build a theoretical basis for the dark side as an integrated field of study, I review four literatures in order to make core ideas of each available to specialists in the others. Using a Simmelian-based case comparison method of analogical theorizing, I first consider sociological constructs that identify both the generic social form and the generic origin of routine nonconformity: how things go wrong in socially organized settings. Then I examine three types of routine nonconformity with adverse outcomes that harm the public: mistake, misconduct, and disaster produced in and by organizations. Searching for analogies and differences, I find that in common, routine nonconformity, mistake, misconduct, and disaster are systematically produced by the interconnection between environment, organizations, cognition, and choice. These patterns amplify what is known about so...
Article
An investigation into organizational conditions and situations conducive to satisfaction as well as the nature and prevalence of pressures arising from opposing and incompatible institutional demands. By means of the case-study method, interviews, and a nationwide survey the effects of these demands upon roles are examined. These effects are related to individual personality characteristics and interpersonal relations. (140-item bibliogr.) (PsycINFO Database Record (c) 2012 APA, all rights reserved)