Beyond Neighborhoods and Crime: Expanding the Scope of Social Disorganization to Explain Occupational Deviance

This article proposes a structural explanation for the occupational deviance dimension of white collar crime. The systemic model of social disorganization theory is used as a framework for understanding organizational conditions that produce high rates of occupational deviance. The model of workplace disorganization proposed here posits parallel mechanisms can be found in communities as well as organizations. Marginalized workplaces, employee turnover, and employee heterogeneity are antecedent factors that discourage employee network formation and collective action against deviance. By refocusing on organizational factors, we offer a broader understanding of occupational deviance, one that can predict and explain the workplace conditions under which counterproductive behaviors occur.     

Police Crime: The Criminal Behavior of Sworn Law Enforcement Officers

This essay examines the criminological conceptualizations and research on police crime, that is, the criminal behavior of sworn law enforcement officers. It starts with an overview of the conceptualization of police crime as it relates to organizational and scholarly perspectives of social deviance. Police deviance is often conceptualized to include various misconduct, corruption, and/or crime committed by police organizations and police officers. This essay focuses on police crime resulting in the arrest of a sworn law enforcement officer and is organized within a conceptual framework that incorporates five types of police crime: sex‐related police crime, alcohol‐related police crime, drug‐related police crime, violence‐related police crime, and profit‐motivated police crime.     

COMMITMENT, DEVIANCE, AND SOCIAL CONTROL

This article extends earlier work (Ulmer 1994) in applying Johnson's (1991) threefold commitment framework to deviance and social control. The central individual-level theories of deviance (differential association/social learning, opportunity, social control, and labeling) share the generic sociological goal of theorizing continuity in lines of action. This suggests the centrality of the concept of commitment, and in fact the concept is used throughout the study of deviance and social control. The threefold framework provides a superior conceptualization of commitment for the field of deviance. In addition, it integrates insights from the central deviance theories and directs attention to a wide variety of un- and underexplored directions for further research in deviance and social control. In addition, I briefly discuss broader implications of the commitment framework for other areas of inquiry, such as the study of social protest and the sociology of organizations.     

Ethics,human rights and sociological inquiry: Genocide,politicide and other issues of organizational power

This paper introduces a human rights (in contrast to an ethicist) perspective into sociological investigation. Moreover, it indicates why a human rights orientation is necessary for examining genocide, politicide and other issues of organizational power. For years he has been concerned with the sociology of ethics, human rights and bureaucracy. Her research focuses on formal organizations, criminology/deviance, family life and medical sociology. Her primary interests are race and ethnic relations, family life and social psychology. Her interests include formal organizations, American studies and autobiography.     

It's Not What You Do,But Who You Are: Informal Social Control,Social Status,and Normative Seriousness in Organizations

This paper analyzes the impact of managerial social status on the normative evaluation of managerial acts in organizational contexts. We test several propositions on the relationship between social status and normative evaluation derived from Donald Black's theoretical framework on social control. The research design consists of a factorial survey of 200 managers. Each respondent evaluated the seriousness of a normatively questionable managerial act. In each vignette, the perpetrator's social status was systematically manipulated in either a high or a low condition. The results generally support the argument that the higher a manager's social status the less vulnerable that individual is to unfavorable normative evaluations, holding constant the act. The paper closes with discussion of our findings in light of social structural and rational choice perspectives on informal social control in organizations. Additionally, we discuss methodological issues related to experimental research on informal social control in organizations, the consistency of our findings with those from previous studies of social control across diverse settings, potential theoretical applications and extensions of Black's framework in organizational contexts, and practical implications for the implementation of corporate codes of conduct and corporate dispute resolution systems.     

Toward professional civility: An analysis of rejection letters front sociology departments

I received 124 rejection letters from 124 sociology departments across the United Slates during my job search in 1996 and 1997. In this article, I analyze those rejection letters with regard lo the messages they send to individuals and organizations. I argue: (a) that rejection letters constitute a unique form of mass media in contemporary life as they are sent and read massively by individuals and organizations; and (b) that they may socialize entering practitioners into a specific discourse of attitudes and behaviors, sustaining a particular tradition of collegiality, morality, and interpersonal relationships for an organization, discipline, and profession. On the basis of this analysis, I offer suggestions lor positive change that will promote professional civility. Ph.D. in sociology from the University of Hawaii-Manoa. He is now assistant professor in sociology at California State University-Northridge. Dr. Shaw is interested in the study of deviance, crime, social problems, social control, and organizational behavior. He has published widely in those areas.     

They did it again! Social control responses to repeated incidences of deviance in small groups / ¡Lo han vuelto a hacer! Respuestas de control social a la incidencia repetida de la desviación en grupos pequeños

Deviant group members who break group norms often challenge social validity and group locomotion, invoking varying types of social control responses. The current study (N = 95) investigated changes over time in the use of four social control responses of varying severity (persuasion, embarrassment, temporary exclusion and permanent exclusion) employed in response to deviance. It also tested the roles that perceived effectiveness of and social support for various responses play in response selection. Findings show severity of social control response selection is driven by both pragmatic and identity-based concerns: Over time, responses become more severe, driven in part by effectiveness and social support.     

Which resources matter for what impacts? Resource mobilization and impacts of local SMOs in rural Lithuania, 2004–2006

Abstract

Resource Mobilization Theory (RMT) posits that the key to social movement organizations’ (SMOs’) success is their ability to mobilize resources. Yet there has been little research verifying this claim. This study uses the case of post-Soviet rural Lithuania to test the link between human, social, material, and organizational resources of SMOs and three types of organizational impacts: issue awareness, local support, and media coverage. Using original data from 165 rural advocacy organizations that spans the period of 2004 to 2006, we demonstrate that the effects of different resources vary in significance and strength for differentoutcomes. Furthermore, no single resource type consistently predicts all impacts. This research contributes to RMT by (1) identifying which resource types predict specific organizational impacts, (2) extending RMT to the unique context of post-Soviet Lithuania, and (3) illuminating the relationship between resources and impacts for an understudied unit of analysis (small, newly founded nonprofessionalized organizations).     

SOME ASPECTS OF NEGOTIATED ORDER,LOOSE COUPLING AND MESOSTRUCTURE IN MAXIMUM SECURITY PRISONS*

Even in total institutions, control is far from total. In custodial organizations, for example, staff and inmates negotiate their own interpretation of the social order, often rejecting formal rules and control techniques, and substituting alternatives that may be just as formal, although tacit, as those they replace. This creates “gaps” betwen formal organizational structure and individual behaviors which partially decouple formal rules from the behaviors intended to carry out those rules. This study integrates organizational and prison research to develop the concepts of negotiated order, loose coupling, and me-sostructure. The goal is to examine the context in which negotiations occur and the manner in which negotiated order activates the interactions and understandings through and by which organizational structure is generated and maintained.     

Understanding workplace deviant behavior in nonprofit organizations

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.     

Organizational Responses to Imputations of Deviance*

This paper proposes that the study of deviance be expanded to include organizations as actors to which deviance may be imputed. In contrast to traditional empirical studies which tend to emphasize powerless persons who passively accept attributions of deviance, this study focuses on powerful actors who actively defend themselves. Attention is focused on the types of accounts offered by one organization, the Central Intelligence Agency, in reaction to imputations of deviance to it at key times since its founding in the late 1940s. The various accounts have been aided by powerful third parties willing to use their resources in support of justifying and excusing claims by the CIA. As a result, the agency has escaped virtually unscathed from attempts to label it as deviant.     

Climate Change Counter Movement Neutralization Techniques: A Typology to Examine the Climate Change Counter Movement

The Climate Change Counter Movement has been a topic of interest for social scientists and environmentalists for the past 25 years (Dunlap and McCright, 2015). This research uses the sociology of crime and deviance to analyze the numerous arguments used by climate change counter movement organizations. Content analysis of 805 statements made by climate change counter movement organizations reveals that the theory Techniques of Neutralization (Sykes and Matza, American Sociological Review 22(6):664, 1957) can help us better understand the arguments adopted by these organizations. Taking two observations from two time points, the author examine not only the composition of the messaging adopted by Climate Change Counter Movement (CCCM) organization, but how these messages have changed over time. In all, there were 1,435 examples of CCCM neutralization techniques adopted by CCCM organizations across these two points in time. This examination of the movement provides valuable insight into the CCCM and the subsequent environmental harm that is partly facilitated by their actions.     

Browsing the culture: membership and intertextuality at a mormon bookstore

This paper argues that organizational and local host cultures are related through the intertextual performance of membership. It proceeds by claiming that organizations may be usefully read as intertexts, and that the relationship between organizations and their environments is enacted by speakers as they negotiate their multiple identities in talk. These claims are then used to analyze the intertextual performance of membership at a Salt Lake City, Utah bookstore owned by the Mormon church. The analysis demonstrates how: (1) organizational routines surrounding the interpretation of product serve as performances of host-cultural membership; (2) communication among and between store employees and customers clarifies types of host-cultural identity; and (3) the management of controversial texts enacts the organizational environment. The analysis is intended to mark an intersection between organizational and cultural studies by demonstrating how organizations potentially function as sites for the reproduction of interpretive communities, conducted through the use of cultural texts.     

Labeling Theory in Deviance Research: A Critique and Reconsideration

The labeling, or interactionist, theory of deviance is reviewed and critically evaluated with brief attention focused on alternative formulations as these have influenced the labeling conception. Dissatisfaction with the present state of the theory emphasizes its overconcern with deviant categories with a subsequent failure to adequately account for social control. A reconsideration of the Lemert-Becker and, recently, Quinney formulations redirects attention to an organization-centered sociology, a neglected component in most labeling research. This posits social control as an organizational problem of (1) adaptation to change, and (2) management of conflict within and between groups and associations. A paradigm is presented to organize the variety of approaches to deviance and social control. It summarizes the differences in the alternative perspectives, herein called structure, interaction , and control . The underlying assumptions, modes of analysis, and theoretical and conceptual content provide the dimensions for assessing these categories.     

Looking the Other Way: The Institutional Accommodation of Tree Theft

The chronic inattention of U.S. Forest Service police to persistent tree theft provides an opportunity to explore police nonenforcement as institutional patterns of accommodation to deviance. Pattern analysis of qualitative data reveals three patterns of accommodation defined as Assimilatory, Anticipatory, and Atrophic. Theses types of accommodation are based in organizational philosophy that reflects a shared meaning of the forest community that is inconsistent with traditional views of crime and police. Patterns of accommodation preserve the cultural closeness between the Forest Service and the forest community by withholding the formal label of crime and the associated consequences. Accommodation of deviance serves to preserve the image of the forest community as a desirable place, frequented by honest people, requiring minimal policing.     

Organizational innovativeness and its determinants in South Korean nonprofit human service organizations

This study compares the level of organizational innovativeness and its determinants in different types of nonprofit human service organizations. Based on theoretical conceptualizations of organizational innovation, it was hypothesized that community service organizations (CSOs) would be more innovative than residential service organizations (RSOs), and determinants of organizational innovation (such as organizations' characteristics, internal and external properties, and executive leadership) would influence innovativeness. Data from a survey of two types of human service organizations in South Korea (127 RSOs for children and 220 CSOs) revealed that the level of innovation in both types of organizations was not significantly different. The determinants of decentralization and formalization showed significant impacts on innovativeness in CSOs. Decentralization also had a significant positive effect on innovativeness in RSOs. However, executive leadership was a significant determinant of organizational innovativeness in CSOs only. Based on these results, administrative implications are suggested for the facilitation of organizational innovation in nonprofit human service organizations.     

Aesthetic Understanding of Work and Organizational Life: Approaches and Research Developments

The aesthetic dimension of work and organizational life attracted the attention of organization scholars during the 1980s and 1990s, and its study burgeoned at the turn of the new millennium. There are today four main approaches to the study of organizational aesthetics: (i) the archaeological approach which privileges the symbolic dimension of aesthetic understanding; (ii) the empathic-logical approach which seeks to grasp the pathos of organizational life; (iii) the aesthetic approach which emphasizes the negotiation of organizational aesthetics; (iv) the artistic approach which examines flow, creativity, and playfulness. They all engage in an intellectual controversy with approaches to the study of organizations which privilege the mental, cognitive, and rational dimension of social action whilst neglecting the material, sensible, and emotional dimension of work relations in organizations. This article will illustrate and discuss these approaches by paying particular attention to the topics of the emancipation of people at work and the style of work and organizational practices.     

A relational approach to social impact: Moving beyond instrumental and consumer approaches

Social impact can be understood as the real or perceived, intended or unintended, relational and agentic consequences that emerge from organizational decisions or actions for individuals, communities, and societies. Inherent here is the recognition that social impact aligns with consequences, whether it be on individuals, communities, and societies, and that these consequences stem from organizational decisions and behaviors. Drawing on wider social impact scholarship, this paper identifies two approaches—instrumental and consumer—that have provided lenses on how organizations make decisions about social impact and related consequences, and the level of involvement stakeholders have in these decisions. This paper proposes that the understanding of social impact should evolve to reflect the relational worldview advocated in the public relations discipline, which is one that emphasizes the importance of organizations, individuals, and communities contributing to a fully functioning society. A relational lens shows that social impact can be understood as changes—whether they be intended or unintended, anticipated or unanticipated, positive or negative—in the way people live, experience, sustain, and function within their society, resulting from organizational decisions and consequent behaviors as co-determined by organizations and their stakeholders. The relational approach requires the adoption of a relational perspective on identifying, predicting, evaluating, managing, and reporting on social impact, operationalized via the seven-step Relational Framework of Social Impact conceptualized in this paper. While social impact is a relatively new term in the public relations literature, this paper highlights how public relations scholarship is well placed to enrich the social impact discipline due its emphasis on fostering a fully functioning society.     

“Organizing Creativity: Enabling Creative Output,Process, and Organizing Practices”

How individuals can exercise creativity in collectivities is unclear. We thus need to more thoroughly investigate the ‘black box’ of organizational creativity. Future research should consider creativity in a variety of organizations, rather than just those that are known for creative outputs or practices. In addition, we need to examine what I call everyday, relational, and proto‐institutional forms of organizational creativity. Intra‐ and inter‐organizational aspects can enhance or depress such organizational creativity: (1) within the organization’s boundary: internal interactions among organizational members and (2) outside the organization’s boundary: the surrounding organizational environment or field, which include competing or supporting organizations, other organizational actors, and the state. These two aspects pose dilemmas about how to organize that can constrain or enhance organizational creativity. In addressing these dilemmas, organizations must mediate between under‐ and over‐organizing extremes. Organizations can enable creativity by incorporating changing interests and conditions. Organizations can eschew convention, increase rank‐and‐file involvement with corresponding authority, tolerate ambiguity and deviance, encourage improvisation, and support members’ diverse experiences and perspectives.     

How publics react to situational and renewing organizational responses across crises: Examining SCCT and DOR in social-mediated crises

The prevalence of social media among networked publics calls for more research regarding how organizations can conduct effective crisis communication on social networking sites. Based on the situational crisis communication theory (SCCT) and the discourse of renewal (DOR) theory, this study examined how social media publics’ sentiments were affected by situational and renewing organizational responses in various clusters of crises. Twitter data of six crises representing three crisis clusters varying in the responsibility attribution (i.e., ambiguous, accidental, and preventable) were collected. We conducted a content analysis on organizations’ official tweets during crises (N = 59) and sentiment analysis on publics’ replies on Twitter (N = 4,340). The results showed that publics’ positive sentiments toward organizations were affected by organizational crisis responses that included instructing information, sympathy, systemic organizational learning, and effective organizational rhetoric. We recommend that crisis managers express sympathy toward publics as well as organizational learning that prevents a crisis from happening again.