Response strategies and the influence of individual deviance on organizational legitimacy: case study of the GGD
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2024-06-25
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en
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This study investigates how remedial and non-remedial response strategies are perceived by employees, and how acts of individual deviance influence organizational legitimacy. This study is a single case study with a qualitative approach, and includes seventeen semi-structured interviews. The researcher makes use of both deductive and abductive coding. The results show, firstly, that the response strategy an organization applies, does not have influence on how employees perceive it, as their reactions to both strategies are the same. Secondly, reasons for employees to legitimize an organization after individual deviance are (1) own working experiences, (2) normalization of deviance, (3) organization's direct actions, (4) organization's good intentions, (5) separation of branches, (6) deviance as act of individuals, and (7) situation is a legitimating factor. Conversely, reasons for employees to delegitimize an organization are (1) no visible changes, and (2) a customer perspective. The findings of this study show that managers should be aware that the response strategies they use, do not influence how employees perceive it and create both positive and negative perceptions. Also, managers should be aware that employees have different reasons for (de)legitimizing an organization after individual deviance and should act appropriately in order to not (further) damage the organization.
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Faculteit der Managementwetenschappen