The challenging constructive deviation: Constructing a grounded theory in a public organization

Document Type : Qualitative Research

Authors
Reyhaneh Yavari 1
Mostafa Hadavinejad 2
1 Msc, Department of Management, Faculty of Administrative Sciences and Economy, Vali-e-Asr University, Rafsanjan, Iran.
2 Associate Professor, Department of Management, Faculty of Administrative Sciences and Economy, Vali-e-Asr University, Rafsanjan, Iran.
Abstract
The purpose of this research was to explore the process of sensemaking of challenging constructive deviant behaviors among the employees of a public organization, within the framework of the constructivist design of grounded theory. These are the behaviors that challenge the existing norms of the organization and break the rules to help the organization. For this purpose, in-depth interviews were conducted with 15 employees of Vali-Asr University of Rafsanjan who were invited to cooperate through theory sampling. Data analysis was done during three stages of primary, focused and theory coding. According to the findings, it was concluded that due to the deficiencies in the laws and regulations, their implementers suffer from identity crisis. They are forced to choose their philosophy of ethics in practice and in this regard choose result-orientation in order to regain their identity by serving the organization, even if they violate the law and regulations. In this way they call for deviance. Meanwhile, social learning of constructive deviant behaviors in the organization is effective in their deviant actions. Perceived social approval has an effect in reducing cognitive dissonance following controversial constructive deviant behavior by the actor. The increase in organizational productivity and the satisfaction of clients were recognized as other consequences of the challenging constructive deviant behaviors in the studied organization.
Keywords
Deviant Behaviors
Constructive Deviant Behaviors
Challenging Constructive Deviation
Grounded Theory
Constructivist Design

Subjects

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Organizational Resources Management Researches
Volume 14, Issue 3
November 2024
Pages 143-170