Previous Chapter Chapter 13: Organizational Deviance and Culture: Oversights and Intentions

Linda Thorne & Joanne Jones

In: Managing Organizational Deviance

Chapter 13: Organizational Deviance and Culture: Oversights and Intentions

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Organizational Deviance and Culture: Oversights and Intentions
Organizational deviance and culture: Oversights and intentions
LindaThorneJoanneJones

Consider the seemingly simple concept of punctuality, which may be seen by some to be trivial but also is critical to the way in which numerous organizations function. In many countries (e.g., England, Australia, Canada, the United States), when a person is significantly late, it is expected that he or she apologize (Brislin & Kim, 2003). However, what is considered to be “significantly” late may vary between organizations and across cultures. For example, punctuality is a very precise concept in England, whereas punctuality is fluid in Peru, where being 10 minutes tardy might not be considered to be significantly late (Brislin & Kim, 2003).

Imagine that the American leader of a transnational team ...

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