Chapter

The Social Control of Organizational Wrongdoing

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/9780199573592.003.0011
The Social Control of Organizational Wrongdoing

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This chapter presents the social control explanation of organizational wrongdoing, the final account of wrongdoing considered in this book. This explanation follows from the normal organizational wrongdoing perspective presented in Chapter 2 and builds on the sociological definition of wrongdoing elaborated in Chapter 3. This chapter draws on labeling theory and conflict theory to examine the role that social control agents can play in creating organizational wrongdoing, focusing primarily on the state. It describes two ways that the state creates wrongdoing. Then, it elaborates the factors that determine where the state draws the line separating right from wrong, which ultimately dictate the kinds of wrongdoing that the state creates. After each discussion, the chapter draws inferences about the impact of social control agent behavior on organizational participants, the potential perpetrators of wrongdoing. It concludes with a consideration of the overarching implications of these inferences.

Keywords: organizational wrongdoing; labeling theory; conflict theory; social control

Chapter.  11119 words. 

Subjects: Organizational Theory and Behaviour

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