Donald Palmer
- Published in print:
- 2012
- Published Online:
- May 2012
- ISBN:
- 9780199573592
- eISBN:
- 9780191738715
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199573592.003.0008
- Subject:
- Business and Management, Organization Studies, Corporate Governance and Accountability
This chapter presents the situational social influence explanation of organizational wrongdoing. This explanation is the second of five alternative accounts of wrongdoing considered in the book. It ...
More
This chapter presents the situational social influence explanation of organizational wrongdoing. This explanation is the second of five alternative accounts of wrongdoing considered in the book. It is rooted in a theoretical perspective that views organizations as systems of localized social interaction, and views organizational participants as by nature or necessity attentive to the attitudes and behaviors of those in their immediate environment. The chapter elaborates three forms of situational social influence that inform explanations of organizational wrongdoing considered in previous chapters: social information processing, groupthink, and definition of the situation. It also elaborates forms of situational influence that charter entirely new territory, including the norm of reciprocity, group dynamics, social comparison and liking-based compliance, and commitment to a failing course of action (which is considered in depth). The chapter concludes with an overall assessment of the situational social influence explanation.Less
This chapter presents the situational social influence explanation of organizational wrongdoing. This explanation is the second of five alternative accounts of wrongdoing considered in the book. It is rooted in a theoretical perspective that views organizations as systems of localized social interaction, and views organizational participants as by nature or necessity attentive to the attitudes and behaviors of those in their immediate environment. The chapter elaborates three forms of situational social influence that inform explanations of organizational wrongdoing considered in previous chapters: social information processing, groupthink, and definition of the situation. It also elaborates forms of situational influence that charter entirely new territory, including the norm of reciprocity, group dynamics, social comparison and liking-based compliance, and commitment to a failing course of action (which is considered in depth). The chapter concludes with an overall assessment of the situational social influence explanation.
Donald Palmer
- Published in print:
- 2012
- Published Online:
- May 2012
- ISBN:
- 9780199573592
- eISBN:
- 9780191738715
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199573592.003.0002
- Subject:
- Business and Management, Organization Studies, Corporate Governance and Accountability
This chapter describes the two main perspectives on organizational wrongdoing, the abnormal and normal perspectives, in detail. It also describes the two main approaches to explaining wrongdoing, the ...
More
This chapter describes the two main perspectives on organizational wrongdoing, the abnormal and normal perspectives, in detail. It also describes the two main approaches to explaining wrongdoing, the dominant and alternative approaches, in depth. The chapter also establishes the link between the abnormal and normal perspectives on organizational wrongdoing, the dominant and alternative approaches to explaining the causes of wrongdoing, and the eight specific explanations of wrongdoing that form the core of the book. The eight specific explanations focus on rational choice, culture, ethical decision-making, administrative systems, situational social influence, power structures, accidental behavior, and the social control of wrongdoing. The chapter illustrates the two approaches to explaining organizational wrongdoing with a detailed description of a professional bicycle racer's experience with the use of banned performance-enhancing substances. It concludes with a few remarks about the book's overarching message.Less
This chapter describes the two main perspectives on organizational wrongdoing, the abnormal and normal perspectives, in detail. It also describes the two main approaches to explaining wrongdoing, the dominant and alternative approaches, in depth. The chapter also establishes the link between the abnormal and normal perspectives on organizational wrongdoing, the dominant and alternative approaches to explaining the causes of wrongdoing, and the eight specific explanations of wrongdoing that form the core of the book. The eight specific explanations focus on rational choice, culture, ethical decision-making, administrative systems, situational social influence, power structures, accidental behavior, and the social control of wrongdoing. The chapter illustrates the two approaches to explaining organizational wrongdoing with a detailed description of a professional bicycle racer's experience with the use of banned performance-enhancing substances. It concludes with a few remarks about the book's overarching message.
