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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010290421 | HD58.7 P354 2012 | Open Access Book | Book | Searching... |
Searching... | 30000010297194 | HD58.7 P354 2012 | Open Access Book | Advance Management | Searching... |
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Summary
Summary
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 actors with no positive inclinations to engage in this practice, but 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, policy implications, and suggestions for the way forward for the improvement of organizational efficiency and effectiveness.
Author Notes
Donald Palmer holds a BSc in Molecular Biology from the University of Wisconsin, Madison and a PhD in Sociology from the State University of New York, Stony Brook. 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.
Table of Contents
| List of Figures and Tables | p. xiv |
| List of Abbreviations | p. xv |
| 1 Introduction | p. 1 |
| 2 Two Perspectives on Organizational Wrongdoing | p. 6 |
| 3 Definitions, Theoretical Development, and Method | p. 25 |
| 4 A Rational Choice | p. 42 |
| 5 Culture | p. 66 |
| 6 Ethical Decisions | p. 90 |
| 7 Administrative Systems | p. 126 |
| 8 Situational Social Influence | p. 145 |
| 9 The Power Structure | p. 176 |
| 10 Accidental Wrongdoing | p. 211 |
| 11 The Social Control of Organizational Wrongdoing | p. 243 |
| 12 Conclusion | p. 268 |
| References | p. 284 |
| Index | p. 303 |
