A multimethod examination of constructive and destructive deviance in organizations.

Format:

Book

Thesis/Dissertation

Author/Creator:

Warren, Danielle Ellen.

Contributor:

Jehn, Karen, advisor.

University of Pennsylvania.

Language:

English

Subjects (All):

Management.

Social psychology.

0451.

0454.

Penn dissertations--Management.

Management--Penn dissertations.

Penn dissertations--Managerial science and applied economics.

Managerial science and applied economics--Penn dissertations.

Local Subjects:

Penn dissertations--Management.

Management--Penn dissertations.

Penn dissertations--Managerial science and applied economics.

Managerial science and applied economics--Penn dissertations.

0451.

0454.

Physical Description:

137 pages

Contained In:

Dissertation Abstracts International 62-11A.

System Details:

Mode of access: World Wide Web.

text file

Summary:

In this dissertation, I integrate management research on deviance, test theory relating to both constructive and destructive deviance, and examine forms of social influence affecting deviance in business organizations.

In Study 1, I examined the independent and joint contributions of social risk-taking and compensation-at-risk on constructive and destructive deviance among floor traders (N = 42). The results of this study provide important contributions to research on deviance by establishing that (1) social risk-taking, a dispositional factor, influences both constructive and destructive deviance, (2) compensation-at-risk, a situational factor, influences destructive deviance, (3) constructive and destructive deviance relate positively to work performance, and (4) constructive deviance relates positively to destructive deviance.

In Study 2, I examined the factors at the group level that hinder the influence of ethics initiatives on organization members. I studied 152 traders in 6 trading crowds on multiple financial exchanges and closely followed one trading crowd as it experienced an educational session on deviance from hypernorms. By observing a work group before, during, and after an educational session, I uncovered some of the hurdles associated with formal social control in a complex workplace where multiple groups exert social influence over the organization members. Using these data I propose a model and provide recommendations for future research and practice.

Notes:

Thesis (Ph.D. in Management) -- University of Pennsylvania, 2001.

Source: Dissertation Abstracts International, Volume: 62-11, Section: A, page: 3856.

Supervisor: Karen Jehn.

Local Notes:

School code: 0175.

ISBN:

9780493442495

Access Restriction:

Restricted for use by site license.