Understanding workplace deviant behavior in nonprofit organizations: toward an integrative conceptual framework
Abstract
Workplace deviant behavior has traditionally been studied with
respect to business or for-profit organizations. In this article, we
argue that nonprofit organizations also experience deviance, and
due to their unique characteristics, they deserve special attention
for extending the understanding of workplace deviant
behavior to other types of organizations. Based on a review of
the literature on deviance, we develop a general model of workplace
deviance that we apply to nonprofit organizations. Based
on the integrative conceptual framework, we advance relevant
propositions for understanding and explaining deviance in nonprofit
organizations.
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