Can Businesses Effectively Regulate Employee Conduct? The Antecedents of Rule Following in Work Settings

Tyler, Tom R.; Blader, Steven L.

doi:10.5465/amj.2005.19573114

Cited by 310 publications

(329 citation statements)

References 28 publications

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“…Rational and normative models are not mutually exclusive, but rather complement each other and provide different lenses for analyzing influences on compliance behavior [3,9,20]. Both perspectives are relevant to our research.…”

Section: The Nature Of Compliancementioning

confidence: 97%

“…We will elaborate on this below. Similar to compliance, conformity is regularly used as adherence to prescribed rules [3,21,23,24,25,26]. Compliance has also been contrasted with conformity, with the former following an explicit or implicit request, and the latter referring to a state of accordance in the absence of a request [27].…”

Section: Compliance: Key Concepts and Definitionsmentioning

confidence: 99%

“…The literature on compliance distinguishes between two broad types of theory, namely rationalist and normative approaches [3,6,9,20,21,39,40,41]. These theories provide distinct insights into compliance-related behavior and underlying motivations of states, firms and individuals.…”

Section: The Nature Of Compliancementioning

confidence: 99%

“…This is also true in an organizational context, as compliance with norms may be in the best interest of the organization as a whole, but may not lead to optimal results from the perspective of the complying individuals, projects and departments. This is not merely a philosophical stance, as several studies demonstrate that non-compliance in organizations is widespread [3,8,9]. This makes compliance a strategic issue in the current era, especially considering the high costs organizations have to pay for their Ralph Foorthuis 1 and Rik Bos 2 Accepted for presentation at GRCIS 2011, CAiSE Workshop on Governance, Risk and Compliance, London, United Kingdom.…”

Section: Introductionmentioning

confidence: 99%

“…With the advent of stricter legal demands, industrial best practices and prescriptive enterprise architectures, the topic of organizational compliance has become highly relevant for both practitioners and academics [1,2,3,4]. Organizational compliance can relate to various types and levels of prescriptive systems.…”

Section: Introductionmentioning

confidence: 99%

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A Framework for Organizational Compliance Management Tactics

Foorthuis

Bos

2011

Lecture Notes in Business Information Processing

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Abstract. Organizational compliance with laws, industrial standards, procedures and enterprise architectures has become a highly relevant topic for both practitioners and academics. However, both the fundamental insights into compliance as a concept and the tactics for bringing an organization into a compliant state have been described in a fragmented manner. Using literature from various disciplines, this paper presents two contributions. First, it describes the fundamental concepts regarding compliance. Second, it presents a framework in which the various tactics for achieving organizational compliance can be positioned.

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Section: The Nature Of Compliancementioning

confidence: 97%

Section: Compliance: Key Concepts and Definitionsmentioning

confidence: 99%

Section: The Nature Of Compliancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

A Framework for Organizational Compliance Management Tactics

Foorthuis

Bos

2011

Lecture Notes in Business Information Processing

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“Want to” Versus “Have to”: Intrinsic and Extrinsic Motivators as Predictors of Compliance Behavior Intention

et al. 2015

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When perceived innovation job requirement increases employee innovative behavior: A sensemaking perspective

2016

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Building on the sensemaking perspective, we theorize and test conditions under which perceived innovation job requirement increases employee innovative behavior. Using data consisting of 311 employee-supervisor pairs from two companies in China, we found that perceived innovation job requirement had a more positive relation with innovative behavior for employees with low intrinsic interest in innovation than for those with high intrinsic interest. In addition, this positive effect for low-intrinsic-interest employees was achieved only when these employees interpreted the job requirement as important either because performance-reward expectancy was high or because perceived value for the organization was high. We discuss the implications of these results for research and practice.Perceived value for the organization Using a three-item scale developed for this study, each employee indicated the extent to which he or she agrees with the following statements (1 = strongly disagree; 5 = strongly agree; α = .76): (1) "My organization will be more effective if I often make suggestions about its rules and policies"; (2) "My organization will perform better if I often S. J. SHIN ET AL.

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Can Businesses Effectively Regulate Employee Conduct? The Antecedents of Rule Following in Work Settings

Cited by 310 publications

References 28 publications

A Framework for Organizational Compliance Management Tactics

A Framework for Organizational Compliance Management Tactics

“Want to” Versus “Have to”: Intrinsic and Extrinsic Motivators as Predictors of Compliance Behavior Intention

When perceived innovation job requirement increases employee innovative behavior: A sensemaking perspective

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