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Dear Colleagues,
This is a reminder call to invite you to submit your work to our stream on "Dark Side of Organizational Behavior", at next years' Critical Management Conference in Liverpool, UK.
The deadline for submitting your abstract is January 31st, 2017. The call for papers can be found below. Please do not hesitate to contact us if you have any questions.
We are looking forward to receiving your submissions.
Neharika Vohra & Nisha Nair
CALL FOR PAPERS
The 10th International Critical Management Conference
July 3rd - 5th, 2017, Britannia Adelphi Hotel, Liverpool, UK
Stream:
Dark Side of Organizational Behavior
Conveners:
Neharika Vohra, Professor, Indian Institute of Management Ahmedabad (IIMA), India neharika@iima.ac.in
Nisha Nair, Clinical Assistant Professor, Katz Graduate School of Business, University of Pittsburgh, US nnair@katz.pitt.edu
Deadline for Submission: January 31st, 2017
Decision for acceptance: February 15th, 2017
From the early work of Vaughan (1999) who offered a theoretical framing for the dark side explorations in sociological research, to Griffin and O'Leary-Kelly's (2004) assembling of different themes of the dark side of behavior in terms of workplace aggression and violence, discrimination, sexual harassment, impression management, politics, and other dark sides of interpersonal influence, there has been growing interest in the dark side, but it still falls short compared to the overall positive psychology research happening in the field of organizational behavior. As Linstead, Maréchal and Griffin (2014) note, the field of organizational behavior and management studies has only recently begun to fully focus on the dark side metaphor and its attendant questions and issues.
Early areas of interest in the scholarship on dark side behaviors focused on workplace aggression and frustration (Fox & Spector, 1999; Griffin & O'Leary-Kelly, 2004), discrimination (Ragins & Cornwell, 2001), counterproductive work behaviors or workplace deviance (Bennett & Robinson, 2000; Lau, Au & Ho, 2003; Marcus & Schuler, 2004; Robinson & Bennett, 1995; Warren, 2003), and variants such as workplace bullying (Salin & Hoel, 2013), incivility (Penney & Spector, 2005), theft (Greenberg, 1993), and unethical decision making (Trevino &Youngblood, 1990).
With the increasing acceptance of the dark side focus in organizational studies, it continues to be examined across different themes including the central ones of workplace deviance (Klotz & Bolino, 2013; Nair & Bhatnagar, 2011), workplace resistance (Lawrence & Robinson, 2007), harassment, bullying and incivility (Branch, Ramsay, & Barker, 2013; Salin & Hoel, 2013; Tepper, Moss, Lockhart, & Carr, 2007) and explored in relation to other substantive areas of leadership (Harms, Spain & Hannah, 2011; Judge, Piccolo & Kosalka, 2009; Khoo & Burch, 2008; Tourish,2013; Vince & Mazen, 2014), personality (Zibarras, Port & Woods, 2008), ethics and decision making (Boddy, 2006; Kish-Gephart, Harrison, & Treviño ,2010; Kuratko & Goldsby, 2004), accounting and transfer pricing (Sikka & Willmott, 2010), corruption in organizations (Pinto, Leana, & Pil, 2008), corporate social irresponsibility (Tench, Sun, & Jones, 2012) and even workplace spirituality (Lips-Wiersma, Dean, & Fornaciari, 2009).
Another strand of research in this area has been the positive side of dark traits (Furnham, Trickey & Hyde, 2012) and behaviors such as constructive deviance (Warren, 2003), which draw attention to the potential for even such traditionally accepted dark behaviors as having some positive spinoff. For example, organizational cynicism has been shown to have some unintended advantages for the organization in the form of employees displaying challenging organizational citizenship behaviors which benefit the organization even when the organization may be dismissive of such ideas and efforts (Chiaburu, Peng, Oh, Banks, & Lomeli, 2013). Such narratives pose a challenge to the foregone conclusion that dark behaviors lead to negative consequences.
While not addressing the dark side directly, some research has focused instead on the negative or downside of actions and behaviors that one would not otherwise associate with the dark metaphor, such as creativity and entrepreneurship (Baucus, Norton, Baucus & Human, 2008; Gino & Ariely, 2012), and self-management (Langfred, 2007).
From viewing dark behaviors as dysfunctional and abnormal requiring reformation and correction at the individual level, there is a shift to recognize such behaviors as an inherent part of the human psyche (Linstead, Maréchal, & Griffin, 2014). Some researchers have argued that the manifestation of such behaviors should be seen as a form of organizational resistance (Lawrence & Robinson, 2007).
Critical approaches to the dark side have considered the issues of power, control, resistance, cynicism and alienation in the context of organizational life. Some studies have shown alienation as an antecedent to deviance (Shantz, Alfes, Bailey, & Soane, 2015) and the drivers of alienation have been linked to both organizational and individual factors (Nair & Vohra, 2010). Thus, to fully understand the dark side it becomes necessary to not just examine the different drivers and outcomes of such behaviors, but also examine the organizational conditions, and contextual and situational factors which lead to the expression of such "dark" behaviors. The meaning of what constitutes darkness is also undergoing changes, with other behaviors, cognitions, states and attitudes falling within its fold. Problematizing the conception of darkness itself as rational, normal or intended/unintended consequence of organizational structures and systems, may pave the way for further mainstreaming of dark side organizational research.
Based on the above, we invite papers that address any of the dark side themes discussed earlier. We are especially interested in the following areas:
§ Socially constructed meanings of what constitutes the dark side of organizational behaviors, actions, cognitions, affect, and attitudes, and the accompanying shifts in how such darkness is perceived and impacted.
§ The role of organizational determinants and contextual factors in promoting dark side behaviours.
§ The conditions and circumstances under which such dark behaviors may become mainstream or normalized, or even preferable and useful to organizations and organizational actors.
§ Critical approaches to the dark side that explore issues of power, resistance, alienation, domination, and corruption in organizations. Of particular interest is the examination of the dark side from multiple perspectives, including the individual, social, and situated context, both motivated and unintended, and both positive and negative. Darkness viewed not just as behaviors, but attitudes, states, cognitions and affect, and not just as aberration and undesirable, but interlinked with the constructivist narrative and mediated, and influenced by other variables and processes.
The thrust areas are only indicative and not meant to be exhaustive. We welcome both conceptual and empirical papers using different epistemologies and methodologies.
Submission instructions: Abstracts (minimum 500 words, maximum 1000 words [without references and tables], single spaced, 12point font) should be submitted to neharika@iima.ac.in AND nnair@katz.pitt.edu by January, 31st 2017.
References
Baucus, M. S., Norton, W. I., Baucus, D. A., & Human, S. E. (2008). Fostering creativity and innovation without encouraging unethical behavior. Journal of Business Ethics, 81, 97–115.
Bennett, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of Applied Psychology, 85, 349–360.
Boddy, C. R. (2006). The dark side of management decisions: Organisational psychopaths. Management Decision, 44, 1461–1475.
Branch, S., Ramsay, S., & Barker, M. (2013). Workplace bullying, mobbing and general harassment: A review. International Journal of Management Reviews, 15, 280–299.
Chiaburu, D. S., Peng, A. C., Oh, I.-S., Banks, G. C., & Lomeli, L. C. (2013). Antecedents and consequences of employee organizational cynicism: A meta-analysis. Journal of Vocational Behavior, 83(2), 181-197.
Fox, S., & Spector, P. E. (1999). A model of work frustration-aggression. Journal of Organizational Behavior, 20(6), 915-931.
Furnham, A., Trickey, G., & Hyde, G. (2012). Bright aspects to dark side traits: Dark side traits associated with work success. Personality and Individual Differences, 52, 908–913.
Gino, F., & Ariely, D. (2012). The dark side of creativity: Original thinkers can be more dishonest. Journal of Personality and Social Psychology, 102, 445–459.
Greenberg, J. (1993). Stealing in the name of justice: Informational and interpersonal moderators of theft teactions to underpayment inequity." Organizational Behavior and Human Decision Processes, 54, 81-103.
Griffin, R. W., & O'Leary-Kelly, A. M. (2004). The dark side of organizational behaviour. San Francisco:Jossey-Bass.
Harms, P. D., Spain, S. M., & Hannah, S. T. (2011). Leader development and the dark side of personality. Leadership Quarterly, 22, 495–509.
Judge, T. A., Piccolo, R. F., & Kosalka, T. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. Leadership Quarterly, 20, 855–875.
Khoo, H., & Burch, G. (2008). The 'dark side' of leadership personality and transformational leadership. Personality and Individual Differences, 44, 86–97.
Kish-Gephart, J. J., Harrison, D. A., & Treviño, L. K. (2010). Bad apples, bad cases, and bad barrels: Metaanalytic evidence about sources of unethical decisions at work. Journal of Applied Psychology, 95, 1–31.
Klotz, A. C., & Bolino, M. C. (2013). Citizenship and counterproductive work behavior: A moral licensing view. Academy of Management Review, 38, 292–306.
Kuratko, D. P., & Goldsby, M. C. (2004). Corporate entrepreneurs or rogue middle managers? A framework for ethical corporate entrepreneurship. Journal of Business Ethics, 55, 13–30.
Langfred, C. W. (2007). The downside of self-management: A longitudinal study of the effects of conflict on trust, autonomy, and task interdependence in self-managing teams. Academy of Management Journal, 50, 885–900.
Lau, V. C. S., Au, W. T., & Ho, J. M. C. (2003). A qualitative and quantitative review of antecedents of counterproductive behavior in organizations. Journal of Business and Psychology, 18, 73–99.
Lawrence, T. B., & Robinson, S. L. (2007). Ain't misbehavin': Workplace deviance as organizational resistance. Journal of Management, 33, 378–394.
Linstead, S., Maréchal, G., & Griffin, R. W. (2014). Theorizing and researching the dark side of organization. Organization Studies, 35(2), 165-188.
Lips-Wiersma, M., Dean, K. L., & Fornaciari, C. J.(2009). Theorizing the dark side of the workplace spirituality movement. Journal of Management Inquiry, 18, 288–300.
Marcus, B., & Schuler, H. (2004). Antecedents of counterproductive behavior at work: A general perspective. Journal of Applied Psychology, 89, 647–660.
Nair, N., & Bhatnagar, D. (2011). Understanding workplace deviant behavior in nonprofit organizations: Towards an integrative conceptual framework. Nonprofit Management and Leadership, 21(3), 289-309.
Nair, N., & Vohra, N. (2010). An exploration of factors predicting work alienation of knowledge workers. Management Decision, 48(4), 600-615.
Penney, L. M., & Spector, P. E. (2005). Job stress, incivility, and counterproductive work behavior (CWB): The moderating role of negative affectivity. Journal of Organizational Behavior, 26, 777–796.
Pinto, J., Leana, C. R., & Pil, F. K. (2008). Corrupt organizations or organizations of corrupt individuals? Two types of organization-level corruption. Academy of Management Review, 33, 685–709.
Ragins, B. R., & Cornwell, J. M. (2001). Pink triangles: Antecedents and consequences of perceived workplace discrimination against gay and lesbian employees. Journal of Applied Psychology, 86, 1244–1261.
Robinson, S. L., & Bennett, R. J. (1995). A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38, 555–572.
Salin, D., & Hoel, H. (2013). Workplace bullying as a gendered phenomenon. Journal of Managerial Psychology, 28, 235–251.
Shantz, A., Alfes, K., Bailey, C., & Soane, E. (2015). Drivers and Outcomes of Work Alienation: Reviving a Concept. Journal of Management Inquiry, 24(4), 382–393.
Sikka, P., & Willmott, H. (2010). The dark side of transfer pricing: Its role in tax avoidance and wealth retentiveness. Critical Perspectives on Accounting, 21, 342–356.
Tench, R., Sun, W., & Jones, B. (2012). The challenging concept of corporate social irresponsibility: An introduction. In R. Tench, W. Sun, & B. Jones (Eds.), Corporate social irresponsibility: A challenging concept (Critical Studies on Corporate Responsibility, Governance and Sustainability, Volume 4) (pp. 3–20). Bingley: Emerald Group Publishing Limited.
Tepper, B. J., Moss, S. E., Lockhart, D. E., & Carr, J. C. (2007). Abusive supervision, upward maintenance communication, and subordinates' psychological distress. Academy of Management Journal, 50, 1169-1180.
Tourish, D. (2013). The dark side of transformational leadership: A critical perspective. London: Routledge.
Treviño, L. K., & Youngblood, S. A. (1990). Bad apples in bad barrels: A causal analysis of ethical decisionmaking behavior. Journal of Applied Psychology, 75, 378–385.
Vaughan, D. (1999). The dark side of organizations: Mistake, misconduct, and disaster. Annual review of sociology, 271-305.
Vince, R., & Mazen, A. (2014). Violent innocence: A contradiction at the heart of leadership. Organization Studies, 35, 189–207.
Warren, D. E. (2003). Constructive and destructive deviance in organizations. Academy of Management Review, 289, 622–632.
Zibarras, L., Port, R., & Woods, S. (2008). Innovation and the 'dark side' of personality. Journal of Creative Behaviour, 42, 201–215.
__________________________
Nisha Nair
Clinical Assistant Professor
Katz Graduate School of Business
254 Mervis Hall
University of Pittsburgh
Pittsburgh, PA 15260
nnair@katz.pitt.edu
412-624-7923 (Office)
201-620-0747 (Mobile)