Toward the Construct Definition of Positive Deviance

By Gretchen M. Spreitzer, Scott Sonenshein. 2004

669 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e408789af97453ea1148fa8ce84fe6af0221ed28

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Citations in the corpus

Energy at work: A measurement validation and linkage to unit effectiveness. (2012, background): “33, 445–467 (2012) DOI: 10.1002/job organization (Spreitzer & Sonenshein, 2004); it encompasses the pace, intensity, and volume with which members purposefully invest physical resources (e.g., Spreitzer et al.,2005).”
The Development and Resulting Performance Impact of Positive Psychological Capital. (2010, positive): “…positivity in individuals (Luthans, 2002a, 2002b; Luthans, Youssef, & Avolio, 2007; Nelson & Cooper, 2007; Wright, 2003), as well as more macro-oriented positivity in organizations and communities (Cameron & Caza, 2004; Cameron, Dutton, & Quinn, 2003; Roberts, 2006; Spreitzer & Sonenshein, 2004).”
Experimental Analysis of a Web-Based Training Intervention to Develop Positive Psychological Capital (2008, background): “…& Lopez, 2002) and to differentiate from the more macrooriented positive organizational scholarship (Cameron & Caza, 2004; Cameron et al., 2003; Spreitzer & Sonenshein, 2004), Luthans (2002b: 59) has defined positive organizational behavior as “the study and application of positively oriented…”
Positive Organizational Scholarship (2007, neutral): “Second, POS researchers need to clarify the referent groups for determining positive (Spreitzer & Sonenshein, 2004), to address the question, “positive to whom?””
Corporate Governance Deviance (2016, positive): “We build on extant research on organizational deviance (Heckert & Heckert, 2002; Mitchell & Ambrose, 2007; Spreitzer & Sonenshein, 2004; Warren, 2003) to characterize corporate governance deviance as a firm’s intentional adoption of governance practices driven by its entrepreneurial identity.”
Constructive Deviance in Organizations (2013, background): “…argued that deviating from norms may be harmful (K. Lee & Allen, 2002; Mitchell & Ambrose, 2007; Robinson & Bennett, 1995), it can also be beneficial for the organization and can contribute significantly to organizational effectiveness (Galperin, 2003; Spreitzer & Sonenshein, 2004; Warren, 2003).”
Social Exchange Theory: A Critical Review with Theoretical Remedies (2017, background): “…an intention (to illustrate this point, compare Fox & Spector, 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 SOCIAL EXCHANGE THEORY 20 2005, to Spreitzer & Sonenshein, 2004).”
Perceptions of organizational politics: A meta-analysis of its attitudinal, health, and behavioural consequences. (2013, result): “In such cases, political behaviour may be “positive” in the sense of having honourable, rather than self-interested, intentions, in ways that are akin to the notion of positive deviance (Spreitzer & Sonenshein, 2004).”
In good company: The impact of perceived organizational support and positive relationships at work on turnover intentions (2015, background): “Theoretical framework A new stream of management research has shifted scholarly attention away from studies on how organizations can reduce negative workplace behaviors to increase efficiency and toward studies that develop a better understanding of how organizations can increase positive workplace ”
Effects of Positive Practices on Organizational Effectiveness (2011, background): “One focuses on extraordinarily positive outcomes, or positively deviant performance (Spreitzer & Sonenshein, 2004).”
Ain't Misbehavin: Workplace Deviance as Organizational Resistance (2007, background): “Although harmful organizational behavior is inherently perceived as dysfunctional and counterproductive by definition (Robinson & Greenberg, 1999), more recent theorizing has noted that such behavior may also have functional aspects (e.g., Spreitzer & Sonenshein, 2004; Warren, 2003).”
An organizational ethic of care and employee involvement in sustainability-related behaviors: A social identity perspective (2017, background): “Second, an EoC involves dialogue and employee involvement, and instills a sense of meaningfulness such that caring for the environment and society helps satisfy people’s need to feel part of a greater effort to make a positive change (Spreitzer & Sonenshein, 2004).”
National Rates of Opportunity Entrepreneurship Activity: Insights from Institutional Anomie Theory (2014, background): “However, theoretical advances in positive organizational scholarship (e.g., Spreitzer & Sonenshein, 2004), sociological views of positive deviance (Heckert & Heckert, 2002), and the perspective of anomie-induced creative deviance (Mainemelis, 2010) allow for a more comprehensive perspective…”
Developing criteria for healthy organizational change (2007, background): “The existence of whistle-blowers among the employees may also have a large impact on the progress and outcome of the change process (whistle blowing is the disclosure of information about the employees’ own company, usually of unethical behaviours; Near & Miceli, 1985, in Spreitzer & Sonenshein, 20”