Constructive deviance: the influence of organizational subcultures on the adoption of a new information technology system

Raphael Lissillour and Johnny Wang

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Abstract: Industrial companies can be characterized as culturally plural organizations, as different occupational groups within the organization are likely to follow specific cultural preferences. This cultural diversity challenges the enterprise information system (EIS) implementation since subcultures may be more or less consistent with the values embedded in the EIS. This paper relies on a longitudinal study of a German industrial company's subsidiary in China. Data has been gathered through participant observation, interviews and focus groups over a two-year period. We identified and detail the cultural divide between a reference group and three groups. In order to continue performing and fulfilling their professional obligations, the contending groups engage in constructive deviance behaviors, thus accommodating the prescriptions associated with both the dominant culture and their subculture. We identified three types of constructive deviance that result from the cultural contradictions: creative performance, issue selling, and taking charge. We discuss the effects of constructive deviance in the organization and conclude with theoretical and practical contributions.

Keywords: Organizational culture; constructive deviance; occupational groups; interpretive case study; Enterprise Information System. (search for similar items in EconPapers)
Date: 2020-06-17
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Published in Conference AOM Divisions ODC-MC/ISODC/ISEOR, Jun 2020, Lyon, France

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03126367

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