Misconduct within an organization is generally seen as a predicament at best, a catastrophe at worst. But a new study by Johns Hopkins Carey Business School Assistant Professor Brian Gunia shows that such misconduct, or “deviance,” can prove beneficial by causing “non-deviant” members of the group to work harder in order to alleviate their own discomfort with the organization’s tarnished image.
“The silver lining of organizational deviance may be the efforts of the uninvolved,” says lead researcher Gunia.
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