The effect of organizational culture on deviant behaviors in the workplace

Abstract

This study investigated the impact of organizational culture (OC) on deviant behaviors in the workplace (workplace deviant behaviors: WDB). We tested the hypothesis that di erent types of OC (according to the Competing Values Framework model) had an impact on WDB, in addition to the e ect of Big Five personality traits. Survey research was undertaken with 954 employees of 30 enterprises in the public and private eld, using a hierarchical model approach (HLM) to test the e ects of four types of OC (Clan; Adhocracy; Market, Hierarchy) on WDB, over and above the e ect of Five Personality traits. The HLM results partially supported our hypotheses, showing that the OC had a signi cant e ect on WDB, with the adhocracy and clan cultures characterized by lower levels of WDB. Managerial implications about the importance of managing the OC are discussed.