Applying the Normative Conflict Model to Organizational Deviance

Abstract

In this study, we extend the normative conflict model of group dissent (Packer, 2008) to identify the conditions that give rise to constructive versus destructive organizational deviance. Our results show that normative conflict, the perception of a discrepancy between the current norms in a group and other, better standards for behavior, can drive both constructive and destructive deviance. However, we found that the type of deviance expressed depends on the affective commitment of the employee. Highlycommitted employees respond to normative conflict with constructive deviance, whereas employees with low commitment respond with destructive deviance. We discuss these findings with respect to the difficulties that organizations face in appropriately managing constructive and destructive deviance.