Publication Type
Journal Article
Version
publishedVersion
Publication Date
7-2013
Abstract
A growing literature explores the notion of constructive deviance conceptualized as behaviors that depart from the norms of the reference group such that they benefit the reference group and conform to hypernorms. We argue that constructive deviance is an umbrella term that encompasses several different behaviors, including taking charge, creative performance, expressing voice, whistle-blowing, extra-role behaviors, prosocial behaviors, prosocial rule breaking, counter-role behaviors, and issue selling. Using the three common mechanisms underlying constructive deviance to organize our review (intrinsic motivation, felt obligation, and psychological empowerment), we provide an emergent model that integrates extant empirical work on the antecedents of constructive deviance. We conclude by discussing issues for future research, such as examining obstacles, outcomes, and unexplored mechanism dynamics associated with constructive deviance.
Keywords
constructive deviance, deviance, positive deviance
Discipline
Organizational Behavior and Theory
Research Areas
Organisational Behaviour and Human Resources
Publication
Journal of Management
Volume
39
Issue
5
First Page
1221
Last Page
1276
ISSN
0149-2063
Identifier
10.1177/0149206313475816
Publisher
SAGE
Citation
Abhijeet K. VADERA; PRATT, Michael G.; and MISHRA, Pooja.
Constructive Deviance in Organizations: Integrating and Moving Forward. (2013). Journal of Management. 39, (5), 1221-1276.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/4906
Copyright Owner and License
Authors
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Additional URL
https://doi.org/10.1177/0149206313475816