Middle Managers and Corruptive Routine Translation: The Social Production of Deceptive Performance

References

• Abolafia M (1996) Making Markets: Opportunism and Restraint on Wall Street (Harvard University Press, Cambridge, MA).Google Scholar
• Anteby M (2008) Moral Gray Zones: Side Productions, Identity and Regulation in an Aeronautic Plant (Princeton University Press, Princeton, NJ).Crossref, Google Scholar
• Ashforth BE, Anand V (2003) The normalization of corruption in organizations. Res. Organ. Behav. 25(1):1–52.Google Scholar
• Aven BL (2015) The paradox of corrupt networks: An analysis of organizational crime at Enron. Organ. Sci. 26(4):980–996.Link, Google Scholar
• Baker W, Faulkner RR (1993) The social organization of conspiracy: Illegal networks in the heavy electrical equipment industry. Amer. Soc. Rev. 58(6):837–860.Crossref, Google Scholar
• Balogun J, Johnson G (2004) Organizational restructuring and middle manager sensemaking. Acad. Management J. 47(4):1–28.Crossref, Google Scholar
• Balogun J, Johnson G (2005) From intended strategies to unintended outcomes: The impact of change recipient sensemaking. Organ. Stud. 26(11):1573–1601.Crossref, Google Scholar
• Bazerman MH, Tenbrunsel AE (2011) Blind Spots: Why We Fail To Do What’s Right and What To Do About It (Princeton University Press, Princeton, NJ).Crossref, Google Scholar
• Berente N, Lyytinen K, Yoo Y, King JL (2016) Routines as shock absorbers during organizational transformation: Integration, control, and NASA’s enterprise information system. Organ. Sci. 27(3):551–572.Link, Google Scholar
• Bertels S, Howard-Grenville J, Pek S (2016) Cultural molding, shielding, and shoring at Oilco: The role of culture in the integration of routines. Organ. Sci. 27(3):573–593.Link, Google Scholar
• Brief AP, Buttram RT, Dukerich JM (2001) Collective corruption in the corporate world: Toward a process model. Turner ME, ed. Groups at Work: Theory and Research (Lawrence Erlbaum Associates Publishers, Mahwah, NJ), 471–499.Google Scholar
• Bucher S, Langley A (2016) The interplay of reflective and experimental spaces in interrupting and reorienting routine dynamics. Organ. Sci. 27(3):594–613.Link, Google Scholar
• Burawoy M (1979) Manufacturing Consent: Changes in the Labor Process Under Monopoly Capitalism (University of Chicago Press, Chicago).Google Scholar
• Callon M (1986) Some elements of sociology of translation: Domestication of the scallops and the fishermen of St. Brieux Bay. Law J, ed. Power, Action and Belief: A New Sociology of Knowledge? (Routledge and Kegan Pail, London), 196–233.Google Scholar
• Christianson MK, Farkas MT, Sutcliffe KM, Weick KE (2009) Learning through rare events: Significant interruptions at the Baltimore and Ohio railroad museum. Organ. Sci. 20(5):846–860.Link, Google Scholar
• Clinard MB, Quinney R, Wildeman J (1994) Criminal Behavior Systems: A Typology, 3rd ed. (Anderson Publishing, Cincinnati).Google Scholar
• Darr A, Pinch T (2013) Performing sales: Material scripts and the social organization of obligation. Organ. Stud. 34(11):1601–1621.Crossref, Google Scholar
• Deken F, Carlile PR, Berends H, Lauche K (2016) Generating novelty through interdependent routines: A process model of routine work. Organ. Sci. 27(3):659–677.Link, Google Scholar
• Dittrich K, Guérard S, Seidl D (2016) Talking about routines: The role of reflective talk in routine change. Organ. Sci. 27(3):678–697.Link, Google Scholar
• Feldman MS (2000) Organizational routines as a source of continuous change. Organ. Sci. 11(6):611–629.Link, Google Scholar
• Feldman MS (2004) Resources in emerging structures and processes of change. Organ. Sci. 15(3):295–309.Link, Google Scholar
• Feldman MS, Pentland BT (2003) Reconceptualizing organizational routines as a source of flexibility and change. Admin. Sci. Quart. 48(1):94–118.Crossref, Google Scholar
• Feldman MS, Pentland BT, D’Adderio L, Lazaric N (2016) Beyond routines as things: Introduction to the special issue on routine dynamics. Organ. Sci. 27(3):505–513.Link, Google Scholar
• Friesl M, Larty J (2013) Replication of routines in organizations: Existing literature and new perspectives. Internat. J. Management Rev. 15(1):106–122.Crossref, Google Scholar
• Gouldner AW (1954) Patterns of Industrial Bureaucracy: A Case Study of Modern Factory Administration (Free Press, New York).Google Scholar
• Granovetter M (2007) The social construction of corruption. Nee V, Swedberg R, eds. On Capitalism (Stanford University Press, Stanford, CA), 152–172.Google Scholar
• Greve HR (2008) Organizational routines and performance feedback. Becker MC, ed. Handbook of Organizational Routines (Edgar Elgar Publishing, Inc., Northampton, UK), 187–204.Crossref, Google Scholar
• Greve HR, Palmer D, Pozner JE (2010) Organizations gone wild: The causes, processes, and consequences of organizational misconduct. Acad. Management Ann. 4(1):53–107.Crossref, Google Scholar
• Howard-Grenville JA (2005) The persistence of flexible organizational routines: The role of agency and organizational context. Organ. Sci. 16(6):618–636.Link, Google Scholar
• Johnson RB (1997) Examining the validity structure of qualitative research. Education 118(2):282–292.Google Scholar
• Kish-Gephart JJ, Harrison DA, Treviño LK (2010) Bad apples, bad cases, and bad barrels: Meta-analytic evidence about sources of unethical decisions at work. J. Appl. Psych. 95(1):1–31.Crossref, Google Scholar
• Kremser W, Schreyögg G (2016) The Dynamics of interrelated routines: Introducing the cluster level. Organ. Sci. 27(3):698–721.Link, Google Scholar
• Latham GP (2004) The motivational benefits of goal-setting. Acad. Management Executive 18(4):126–129.Crossref, Google Scholar
• Latham GP, Locke EA (2006) Enhancing the benefits and overcoming the pitfalls of goal setting. Organ. Dynam. 35(4):332–340.Crossref, Google Scholar
• Latour B (1986) The powers of association. Law J, ed. Power, Action and Belief: A New Sociology of Knowledge (Routledge & Kegan Paul, London), 264–280.Google Scholar
• Latour B (1994) On technical mediation. Common Knowledge 3(2):29–64.Google Scholar
• Lazaric N, Denis B (2005) Routinization and memorization of tasks in a workshop: The case of the introduction of ISO norms. Indust. Corporate Change 14(5):873–896.Crossref, Google Scholar
• Locke EA, Latham GP (2009) Has goal setting gone wild, or have its attackers abandoned good scholarship? Acad. Management Perspect. 23(1):17–23.Crossref, Google Scholar
• Locke EA, Shaw KN, Saari LM, Latham GP (1981) Goal setting and task performance: 1969–1980. Psych. Bull. 90(1):125–152.Crossref, Google Scholar
• Moore C, Gino F (2015) Approach, ability, aftermath: A psychological process framework of unethical behavior at work. Acad. Management Ann. 9(1):235–289.Crossref, Google Scholar
• Nelson Espeland W, Sauder M (2016) Engines of Anxiety: Academic Rankings, Reputation, and Accountability (Russell Sage Foundation, New York).Google Scholar
• Ordóñez LD, Schweitzer ME, Galinsky AD, Bazerman MH (2009) Goals gone wild: The systematic side effects of overprescribing goal setting. Acad. Management Perspect. 23(1):6–16.Crossref, Google Scholar
• Pentland BT, Feldman MS (2005) Organizational routines as a unit of analysis. Indust. Corporate Change 14(5):793–815.Crossref, Google Scholar
• Pentland BT, Feldman MS (2008a) Issues in empirical field studies of organizational routines. Becker MC, ed. Handbook of Organizational Routines (Edgar Elgar Publishing, Inc., Northampton, UK), 281–300.Crossref, Google Scholar
• Pentland BT, Feldman MS (2008b) Designing routines: On the folly of designing artifacts, while hoping for patterns of action. Inform. Organ. 18(4):235–250.Crossref, Google Scholar
• Pentland BT, Rueter HH (1994) Organizational routines as grammars of action. Admin. Sci. Quart. 39(3):1–28.Crossref, Google Scholar
• Pentland BT, Feldman MS, Becker MC, Liu P (2012) Dynamics of organizational routines: A generative model. J. Management Stud. 49(8):1484–1508.Crossref, Google Scholar
• Rerup C, Feldman MS (2011) Routines as a source of change in organizational schemata: The role of trial-and-error learning. Acad. Management J. 54(3):577–610.Crossref, Google Scholar
• Richards J (2008) The many approaches to organisational misbehaviour. Employee Relations 30(6):653–678.Crossref, Google Scholar
• Russell B (2007) “You gotta lie to it”: Software applications and the management of technological change in a call centre. New Tech., Work Employment 22(2):132–145.Crossref, Google Scholar
• Schatzki TR, Knorr-Cetina K, Savigny EV (2001) The Practice Turn in Contemporary Theory (Routledge, New York).Google Scholar
• Schweitzer ME, Ordóñez L, Douma B (2004) Goal setting as a motivator of unethical behavior. Acad. Management J. 47(3):422–432.Crossref, Google Scholar
• Seijts GH, Latham GP, Tasa K, Latham BW (2004) Goal setting and goal orientation: An integration of two different yet related literatures. Acad. Management J. 47(2):227–239.Crossref, Google Scholar
• Sele K, Grand S (2016) Unpacking the dynamics of ecologies of routines: Mediators and their generative effects in routine interactions. Organ. Sci. 27(3):722–738.Link, Google Scholar
• Simpson SS (2013) White-collar crime: A review of recent developments and promising directions for future research. Annual Rev. Soc. 39(1):309–331.Crossref, Google Scholar
• Spee P, Jarzabkowski P, Smets M (2016) The influence of routine interdependence and skillful accomplishment on the coordination of standardizing and customizing. Organ. Sci. 27(3):759–781.Link, Google Scholar
• Strauss A, Corbin JM (1990) Basics of Qualitative Research: Grounded Theory Procedures and Techniques (Sage Publications, Inc., Thousand Oaks, CA).Google Scholar
• Tenbrunsel AE, Smith-Crowe K (2008) Ethical decision making: Where we’ve been and where we’re going. Acad. Management Ann. 2(1):545–607.Crossref, Google Scholar
• Treviño LK, Den Nieuwenboer NA, Kish-Gephart JJ (2014) (Un)Ethical behavior in organizations. Annual Rev. Psych. 65(1):635–660.Crossref, Google Scholar
• Treviño LK, Weaver GR, Reynolds S (2006) Behavioral ethics in organizations: A review. J. Management 32(6):951–990.Crossref, Google Scholar
• Van Maanen J, Pentland BT (1994) Cops and auditors: The rhetoric of records. Sitkin SB, Bies RJ, eds. The Legalistic Organization (Sage Publications, Thousand Oaks, CA), 53–90.Google Scholar
• Vaughan D (1996) The Challenger Launch Decision: Risky Culture, Technology, and Deviance at NASA (University of Chicago Press, Chicago).Google Scholar
• Vaughan D (1999) The dark side of organizations: Mistake, misconduct, and disaster. Annual Rev. Soc. 25(1):1–36.Crossref, Google Scholar
• Watson TJ (2011) Ethnography, reality, and truth: The vital need for studies of “how things work” in organizations and management. J. Management Stud. 48(1):202–217.Crossref, Google Scholar