This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by MacLean, T. L. Search for Related Content Social Bookmarking                         What's this?

Thick as Thieves: A Social Embeddedness Model of Rule Breaking in Organizations

Boston College

This qualitative study examines rule breaking in organizations by analyzing how deceptive sales practices became widespread at a major life insurance company. Using grounded theory techniques, a theoretical model is developed that illustrates the persistence and proliferation of rule breaking in organizations. Findings suggest the utility of adopting a social embeddedness perspective on rule breaking, as the mechanisms of diffusion and facilitation embedded in relationships between managers and employees enable the process whereby rule breaking becomes widespread.

Business & Society, Vol. 40, No. 2, 167-196 (2001)
DOI: 10.1177/000765030104000203


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				T. MacLean, M. Anteby, B. Hudson, and J. W. Rudolph Talking Tainted Topics: Insights and Ideas on Researching Socially Disapproved Organizational Behavior Journal of Management Inquiry, March 1, 2006; 15(1): 59 - 68. [Abstract] [PDF]

				J. Weber, L. B. Kurke, and D. W. Pentico Why do Employees Steal?: Assessing Differences in Ethical and Unethical Employee Behavior Using Ethical Work Climates Business Society, September 1, 2003; 42(3): 359 - 380. [Abstract] [PDF]