Exchange variables, organizational culture and their relationship with constructive deviance

Abstract

Purpose Constructive deviance is a behavior that can contribute to the effectiveness of an organization despite its problematic nature. Too few studies have examined the correlates of this behavior. The purpose of this study is to examine variables that represent exchange and organizational culture and their relationship to supervisor-reported and self-reported constructive deviance. Design/methodology/approach The survey data were collected from 602 employees (a response rate of 67 per cent) in a large municipality in central Israel. Hierarchical linear modeling (HLM) analyses were performed for each of the dependent variables (three self-reported constructive deviances and three supervisor-reported constructive deviance) controlling for divisions and departments. Findings The findings showed that self-reported constructive deviance was explained much better by the independent variables than supervisor-reported deviance. Organizational justice and moral identity had a strong direct effect on constructive deviance (self-reported). The mediation effect showed that an organizational climate for innovation had the strongest mediation effect among the mediators. Psychological contract breach was found to have a limited effect on constructive deviance. Practical implications Organizations should encourage procedural justice to encourage their employees to act in support of the organization, whether openly (formal performance) or more secretly (constructive deviance). Also, organizations should support innovation climate if they want to increase constructive deviance of their employees. Originality/value In a time when innovation and creativity are gaining increasing importance as behaviors that contribute to organizational success, more research on constructive deviance is expected. This study increases our understanding of this important concept stimulates additional studies of it.

The Role of Deviant Behavior in Mediating the Effect of Organizational Culture and Ethical Climate Toward Banking Employees Performance

“…In other words, an improvement in organizational culture will decrease deviant behavior committed by employees of Bank SulutGo KCU Manado. This research supports the results of a previous study conducted by Cohen and Ehrlich (2019) entitled "Exchange Variables, Organizational Culture and Their Relationship with Constructive Deviance" on 602 employees in big cities in Central Israel. The results of the direct effect test conducted in this study indicate that innovative organizational culture is an indicator of organizational culture that directly affects constructive deviations.…”

“…The results of studies which were conducted by Shahzad (2014); Maamari and Saheb (2018); Sihombing et al (2016); Ojo (2009); Pawirosumarto et al ( 2017); Putriana et al (2015); Soomro and Shah (2019); Syauta et al (2012) showed that organizational culture affects employee performance. On the other hand, the results of research conducted by Cohen and Ehrlich (2019) show that innovative organizational culture as an indicator of organizational culture affects deviant behavior. In line with that finding, Fatih (2016) shows that deviant behavior in the workplace has a significant and negative effect on employee performance.…”

“…However, when em-ployees usually work and go beyond organizational norms, the consequences are far-reaching and affect all levels of the organization, including decisionmaking processes, productivity, and finance costs (Coccia, 1998). The result of the direct effect test, which was explained in the research conducted by Cohen and Ehrlich (2019), shows that innovative organizational culture affects deviant behavior as an indicator of organizational culture. Based on the study above, we can formulate the following hypothesis: H2: Organizational Culture Affects Deviant Behavior…”

Organizational Justice, Leader Humility, and Service Employees’ Innovative Behavior in a Collectivistic Culture: The Case of Pakistan

“…Employees' innovative behaviors are also categorized as positive deviant behaviors, since such behaviors enable individuals to deviate from existing norms and to challenge the status quo (creativity) (Wang, Liu, & Zhu, 2018) to achieve desirable outcomes that favor the organization and its stakeholders, or both. This positive deviance is considered constructive deviance that is voluntary, discretionary, and extra-role behavior (Cohen & Ehrlich, 2019).…”

The effects of IT use intensity and innovation culture on organizational performance: the mediating role of innovation intensity

“…More recently, technological progress has allowed organizations to gain access to a wider range of knowledge and ideas and increase the speed with which they are disseminated. This situation has forced organizations to reconsider how their IT infrastructures and innovation culture may affect the development of innovations (Ishak, 2017;Michaelis et al, 2018;Cohen and Ehrlich, 2019;Rujirawanich et al, 2011).…”