Designer deviance: enterprise and deviance in culture change programmes

C. R. Badham, Patrick Mark Dawson

Research output: Contribution to journalArticle

24 Citations (Scopus)

Abstract

This article explores the value of investigating cultural change programmes as exercises in engineering deviance. It does so through a case study of an organizational development cultural change programme at Sprogwheels, a large Australian corporation. Drawing on and extending the classic work of Becker (1966), the article details how the programme combined a moral crusade against what it sought to have labelled as the 'deviant conservatism' of the existing organizational culture with social support for 'deviant radicalism', in the form of a counter-cultural, self-enterprising set of middle managers promoting corporate change. The article explores the complex and contradictory ideas of deviance that are deployed in such programmes, and examines the implications of a deviance analysis for an improved understanding of the dynamics of cultural change.

Original languageEnglish
Pages (from-to)707-730
Number of pages23
JournalOrganization
Volume10
Issue number4
DOIs
Publication statusPublished - 2003

Keywords

  • change
  • culture
  • deviance
  • Myers-Briggs
  • organizational development
  • ORGANIZATIONAL-CHANGE
  • DISCIPLINE
  • RESISTANCE
  • VIABILITY
  • DISCOURSE
  • TYPOLOGY
  • COERCIVE

Cite this

Designer deviance: enterprise and deviance in culture change programmes. / Badham, C. R.; Dawson, Patrick Mark.

In: Organization, Vol. 10, No. 4, 2003, p. 707-730.

Research output: Contribution to journalArticle

Badham, C. R. ; Dawson, Patrick Mark. / Designer deviance: enterprise and deviance in culture change programmes. In: Organization. 2003 ; Vol. 10, No. 4. pp. 707-730.
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