Chapter

Culture

Donald Palmer

in Normal Organizational Wrongdoing

Published in print March 2012 | ISBN: 9780199573592
Published online May 2012 | e-ISBN: 9780191738715 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780199573592.003.0005
Culture

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This chapter presents the culture explanation of organizational wrongdoing. This explanation is the second dominant account of organizational wrongdoing considered in the book. It is rooted in a theoretical perspective that views organizations as communities and organizational participants as normative appropriateness assessors. The chapter describes the basic concepts of cultural analysis. It then elaborates two ways that organizational cultures can facilitate wrongdoing: by endorsing wrongdoing and by stipulating extenuating circumstances in which wrongdoing can be considered acceptable (that is, by promulgating techniques of neutralization). It describes how people come to embrace their organization's culture (that is, how employees are socialized into wrongdoing) and delineates how cultures that facilitate wrongdoing arise and can be eradicated. It also considers the relationship between the rational choice and culture explanations of organizational wrongdoing. The chapter concludes by offering an overall assessment of the culture account.

Keywords: organizational wrongdoing; organizational culture; techniques of neutralization; socialization

Chapter.  10360 words. 

Subjects: Organizational Theory and Behaviour

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