Caustics of Conformity: Sabotage as Barrier to Strategic Change in Organizations

Abstract

Caustics of conformity are covert uses of representations by employees to sabotage or delay the implementation of strategic change projects that constitute a discrepancy between idiosyncratic and organizational values. I present a conceptualization of the caustics of conformity construct and propose that organizational reward systems, status, and self-interest are examples of variables serving as antecedents to engaging in sabotage and delay tactics reflecting caustics of conformity. I also propose that change avoidance and ultimately strategic failure are potential outcomes of caustics in organizational settings. Theoretical and practical implications are discussed to advance research on the use of caustics of conformity to explain organizational change.