Designer Deviance

Enterprise and Deviance in Culture Change Programmes

Richard Badham*, Karin Garrety, Viviane Morrigan, Michael Zanko, Patrick Dawson

*Corresponding author for this work

Research output: Contribution to journalReview article

25 Citations (Scopus)

Abstract

This article explores the value of investigating cultural change programmes as exercises in engineering deviance. It does so through a case study of an organizational development cultural change programme at Sprogwheels, a large Australian corporation. Drawing on and extending the classic work of Becker (1966), the article details how the programme combined a moral crusade against what it sought to have labelled as the 'deviant conservatism' of the existing organizational culture with social support for 'deviant radicalism', in the form of a counter-cultural, self-enterprising set of middle managers promoting corporate change. The article explores the complex and contradictory ideas of deviance that are deployed in such programmes, and examines the implications of a deviance analysis for an improved understanding of the dynamics of cultural change.

Original languageEnglish
Pages (from-to)707-730
Number of pages24
JournalOrganization
Volume10
Issue number4
DOIs
Publication statusPublished - Nov 2003
Externally publishedYes

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