NORMAL ORGANIZATIONAL WRONGDOING P

Donald Palmer has developed a provocative argument about the inevitability of organizational wrongdoing. What we have here is a critical, inclusive, sociological analysis that takes the perspective of embedded wrongdoers[The book] could easily be a basic text for organizational studies courses of any kind. Why? Basic positions are presented and compared. Ethics are not compartmentalized. Applications are not oversimplified. Readers understand more clearly why organizational participants may develop a cynical outlook.

Autorentext

Donald Palmer is Professor of Organizational Behavior at the Graduate School of Management, University of California, Davis. He has served as Assistant Professor in the Graduate School of Business at Stanford University and as chair of the Department of Sociology at Reed College. Professor Palmer has conducted quantitative empirical studies on corporate strategy, structure, and inter-organizational relations and qualitative studies of organizational wrongdoing, which have been published in the American Sociological Review, American Journal of Sociology, Annual Review of Sociology, Social Forces, Research in the Sociology of Organizations Administrative Science Quarterly, Research in Organizational Behavior, Strategic Organization, and Journal of Management Inquiry. He was an Associate Editor of Administrative Science Quarterly from 2000 to 2002 and Editor of the journal from 2003 to 2008.

Klappentext

The book provides an analysis of organizational wrongdoing explaining why individuals and groups behave unethically or illegally, using a range of different theories and case studies

Zusammenfassung
Instances of wrongdoing in and by organizations have featured heavily in news headlines in recent years. Why do organizational participants--employees, managers, senior officials--engage in illegal, unethical, and socially irresponsible behavior? The dominant view of wrongdoing as an abnormal phenomenon assumes that the perpetrator is a rational, proactive actor, working in isolation. However, Palmer develops an alternative approach in this book, examining wrongdoing as a normal occurrence, produced by boundedly rational actors whose behaviour is shaped by the immediate social context over a period of time. The book provides a comprehensive critical review of the theory and research on organizational wrongdoing. By using rich case study material, it illuminates different perspectives, potential explanations, and policy suggestions for the reduction of organizational wrongdoing.

Inhalt

• Preface

• Introduction

• 1: The Normal Organizational Wrongdoing Perspective

• 2: Definitions, Theory Development, and Method

• 3: A Rational Choice

• 4: The Cultural Embeddedness Account

• 5: Behavioral Decision Theory

• 6: The Administrative System Account

• 7: Situational Social Influence

• 8: The Power Structure Account

• 9: Accidental Wrongdoing

• 10: The Social Control of Organizational Wrongdoing

• Conclusion