Fear Not Your Mavericks! Their Bounded Non-conformity and Positive Deviance Helps Organizations Drive Change and Innovation

Abstract

Workplace mavericks are often labeled as non-conformists. They are perceived to be the employees who disregard organizational policies and procedures, and who invite huge risks in the pursuit of goals that sit outside what the organization dictates as the core business or practice. While this may be accurate to a degree, it is not the complete story. Guided by recent conceptualizations of non-conformity and positive deviance, this qualitative study interviewed 27 observers of mavericks (observer-types) in the workplace, and 28 interviews with mavericks (maverick-types). Results highlight that while maverick individuals do challenge organizational norms, they do so for the benefit of others, including the organization. Additionally, they are not wildcard non-conformists as they do in fact conform. However, they are conforming positively to higher level hyper-norms or organizational goals, and therefore operate in what could be termed as bounded non-conformity. Understanding the form that this bounded non-conformity takes is key for organizations to mitigate perceptions of the risk posed by maverick individuals, while maximizing the rewards that maverick employees can offer to organizations, especially for informing ideas and plans around more radical change and innovation. In this way, organizations can benefit from the numerous and unique contributions of mavericks in the workplace, such as innovative, unorthodox, and out-of-the-box thinking, while at the same time still ensuring the effective governance and risk management of the organization.

Citation

Jordan, R., Fitzsimmons, T.W. and Callan, V.J. (2021), "Fear Not Your Mavericks! Their Bounded Non-conformity and Positive Deviance Helps Organizations Drive Change and Innovation", Andersen, T.J. (Ed.) Strategic Responses for a Sustainable Future: New Research in International Management (Emerald Studies in Global Strategic Responsiveness), Emerald Publishing Limited, Leeds, pp. 123-146. https://doi.org/10.1108/978-1-80071-929-320214006