Abstract
I present a theory of how behavior within organizations comes to be labeled as misconduct at the organizational level. Rather than focusing on individual judgment and decision-making, I conceptualize the labeling of misconduct as an organizational performance—less a courtroom than a courtroom drama. I argue that these performances play a critical role in how organizations can reduce negative deviance without at the same time discouraging positive deviance. I illustrate this using a case study of Japanese shrine festivals. Drawing from ethnohistorical literature, I argue that the processes through which participants identify and attribute responsibility for misconduct play a crucial role in encouraging the expression of voice, a form of positive deviance, during these festivals.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
