Chapter

Situational Social Influence

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/9780199573592.003.0008
Situational Social Influence

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This chapter presents the situational social influence explanation of organizational wrongdoing. This explanation is the second of five alternative accounts of wrongdoing considered in the book. It is rooted in a theoretical perspective that views organizations as systems of localized social interaction, and views organizational participants as by nature or necessity attentive to the attitudes and behaviors of those in their immediate environment. The chapter elaborates three forms of situational social influence that inform explanations of organizational wrongdoing considered in previous chapters: social information processing, groupthink, and definition of the situation. It also elaborates forms of situational influence that charter entirely new territory, including the norm of reciprocity, group dynamics, social comparison and liking-based compliance, and commitment to a failing course of action (which is considered in depth). The chapter concludes with an overall assessment of the situational social influence explanation.

Keywords: organizational wrongdoing; situational social influence; groupthink; group dynamics; social comparison; commitment

Chapter.  13838 words. 

Subjects: Organizational Theory and Behaviour

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