Linking deviation with innovation: behavioral effects of management control through the lens of a theory of deviance

Faßauer, Gabriele

doi:10.1007/s00187-018-00271-8

Cited by 10 publications

(25 citation statements)

References 46 publications

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“…In view of deviant behavior, scholars in related fields have carried out corresponding research work. Fassauer (2018) defined innovation behavior as “expected deviant,” and analyzed and discussed the impact of enterprise management control on employee innovation behavior ( Fassauer, 2018 ); Fried (2017) explored the impact of management control on deviant behavior in the context of innovation ( Fried, 2017 ); Kyegombe et al (2017) used a special analysis, continuous comparison, and relevant cases of deviant behavior to explore the mitigation of teacher-student relationships ( Kyegombe et al, 2017 ); Michel and Hargis (2016) , based on the theory of psychological needs and self-determination, discussed the relationship between deviant behavior in the workplace and organizational injustice, and found that it was very important to cultivate employees’ intrinsic behavior motivation in the workplace ( Michel and Hargis, 2016 ); Shoaib and Baruch (2019) introduced the concept of deviant behavior into the moderate intermediary framework of incentive and organizational justice perception. Based on the causal model and structural equation model analysis, the results showed that incentive for employees has direct, indirect, or conditionally indirect effects in their deviant behavior ( Shoaib and Baruch, 2019 ).…”

Section: Literature Reviewmentioning

confidence: 99%

The Influence of Entrepreneurs’ Psychological Capital on Their Deviant Innovation Behavior

Wen-hai

Zhao

2020

Front. Psychol.

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This study explores the influence of psychological capital on the deviant innovation behavior, with the purpose of realizing the application and development of positive psychology in the field of innovation and creation. First, the data was obtained based on the questionnaire, and the Likert scale was adopted to measure the variables effectively, in which 1 point means “never,” 2 points mean “rarely,” and 5 points mean “always.” Second, the SPSS 26.0 statistical analysis software was adopted, and a statistical analysis was made on the correlation among deviant innovation, psychological capital, work values, and work remodeling. Third, the relationship between psychological capital and deviant innovation behavior was explored using the analytic hierarchy process (AHP). The results showed that the reliability of each scale is good, Cronbach’s α coefficients are all higher than 0.8, and the fitting effect of the four-factor model is the best, proving that the highest differentiation validity can be achieved using the proposed method. Furthermore, there are significant correlations among entrepreneur’s psychological capital, entrepreneur’s work values, and entrepreneurship work remodeling and deviant innovation behavior, among which the psychological capital and work values are the most correlated with deviant innovation. With the psychological capital of entrepreneurs as the adjustment variable and the interaction added, the explanation rate of the level equation is increased from 17 to 24.2%. Therefore, the psychological capital of entrepreneurs plays a very big role in regulating work values and deviant innovation behavior. In the current environment of innovation and entrepreneurship development, it is necessary for entrepreneurs to give full reign to the regulatory role of their own psychological capital, so as to promote the development of self-active deviant innovation activities and encourage employees to actively innovate and create.

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Section: Literature Reviewmentioning

confidence: 99%

The Influence of Entrepreneurs’ Psychological Capital on Their Deviant Innovation Behavior

Wen-hai

Zhao

2020

Front. Psychol.

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“…Pesämaa’s (2017) results suggest that follow-up action and personnel controls make it possible to seize the effects of innovativeness. Faßauer (2018) also relies on Merchant and Van der Stede’s framework to show that management control can create the necessary conditions for innovative behaviours.…”

Section: Some Themes About the Role Of Management Control Systems In ...mentioning

confidence: 99%

“…Here, introducing theories more connected to organisational behaviour could strengthen the analysis. For example, Faßauer (2018) asking how management control can contribute to innovative behaviours used Merton’s anomie theory to explore the effects that objects of control framework had on it. Institutional theory could, also, be helpful.…”

Section: The Need For More Qualitative Approaches and Possible Direct...mentioning

confidence: 99%

Bridging management control systems and innovation

Barros

Ferreira

2019

QRAM

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Purpose The purpose of this study is to present the evolution of thinking on the role of management control systems (MCSs) in innovation, according to the development of control practices, and to provide a reflection on the achievements of the more recent literature. Design/methodology/approach This paper assesses articles, books and book chapters that have explored MCSs in innovation, together with seminal works on management accounting and control. Findings Moving from the traditional phase where MCSs were seen as detrimental to innovation, the literature has now reached a new consensus that attributes a positive role to control. In this recent phase, it arises from the literature that MCSs in the realm of innovation should embrace a multiplicity of controls; MCSs depend on the magnitude and innovation mode of a company; MCSs evolve over time; and that synergies and tensions are expected to arise. Adding these factors to the inherent complexity of innovation, the assertion is that qualitative approaches should be undertaken to infuse the field with more fine-grained evidence. It is also proposed that this methodological approach be used to address the following points: (1) the use of multiple controls; (2) synergies and tensions; and (3) behavioural aspects of controls in relation with innovation. Originality/value The paper is of value for researchers who have an interest in studying the use of MCSs in innovation and in qualitative research and proposes some areas of research that could be explored.

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“…Deviant behavior from the prescribed norm challenges those assumptions and can lead to both positive and negative outcomes. Deviant behavior that drives constructive benefit can be termed innovation or intrapreneurship, in fact Faßauer (2018) defines innovative behavior as a form of desired deviance. Deviant behavior, that is, being noncompliant or differing from the norm arises as a result of innovation or rebellion and a lack of opportunity to achieve personal and organizational goals through prescribed or legitimate means (Merton, 1957), that is, the individual believes the rules and laws do not apply to them or they are under pressure to behave deviantly (Moschis & Cox, 1989).…”

Section: Constructive Deviant Behaviormentioning

confidence: 99%

Moving from a compliance‐based to an integrity‐based organizational climate in the food supply chain

Manning¹

2020

Comp Rev Food Sci Food Safe

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Compliance is the act or status of complying with an imperative regulatory or normative requirement, that is, compliance means working within boundaries defined by contractual, social, or cultural standards. The aim of this narrative review is to use the food supply chain as a lens of enquiry to distinguish between compliance-based and integrity-based organizational climates and frame and rationalize why deviant behavior arises and how it can be identified. Contemporary theory is explored and critiqued using case studies to contextualize the challenge of organizations promoting supply chain compliance and at the same time recognizing the need for deviant behavior to occur in order to drive innovation and continuous improvement within food supply chains. Deviant behavior can be perceived as either positive in terms of driving continuous improvement or destructive where this behavior has a negative impact on the organization. Although multiple cultural maturity models seek to characterize positive food safety culture and climate, there is minimal research that focuses on the characterization of deviant negative behavior or the development of early warning systems designed to pinpoint signals, traits, or characteristics of this behavior such as low staff morale, theft, property destruction, or absenteeism. The use of cultural maturity models and assessment tools is of value in assisting organizations to translate from a rule, instrumental, or compliance-based organizational climate to an ethically strong organizational climate that focuses on integrity, building trust, and values and a new cultural maturity model is proposed and explored.

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Linking deviation with innovation: behavioral effects of management control through the lens of a theory of deviance

Cited by 10 publications

References 46 publications

The Influence of Entrepreneurs’ Psychological Capital on Their Deviant Innovation Behavior

The Influence of Entrepreneurs’ Psychological Capital on Their Deviant Innovation Behavior

Bridging management control systems and innovation

Moving from a compliance‐based to an integrity‐based organizational climate in the food supply chain

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