Crossing of Boundaries – Subordinates’ Challenges to Organisational Hierarchy

Abstract

Within hierarchical relationships, subordinates are expected to obey the existing order and to function well. Their deviance or organisational misbehaviour is usually regarded negatively and as a threat to the system. However, there seems to be a paradox: Subordinates' deviance and (occasional) misbehaviour does not threaten organisational hierarchy but often re-establishes or even strengthens hierarchical order even though it challenges it. In itself, this phenomenon is quite self-evident. What is less clear is when exactly subordinates' deviance might contribute to the (further) stabilisation, continuation and persistence of the hierarchical social order and when it might be indeed system threatening. For interrogating the specific conditions and consequences of subordinates' deviance within organisational settings, the concept of crossing of boundaries will be introduced and differentiated into weak, medium and strong crossings. The concept will then be applied to subordinates' deviance in the realms of social action, interests, identity and norms and values.

Citation

Diefenbach, T. and Sillince, J.A.A. (2012), "Crossing of Boundaries – Subordinates’ Challenges to Organisational Hierarchy", Diefenbach, T. and Todnem By, R. (Ed.) Reinventing Hierarchy and Bureaucracy – from the Bureau to Network Organizations (Research in the Sociology of Organizations, Vol. 35), Emerald Group Publishing Limited, Leeds, pp. 171-201. https://doi.org/10.1108/S0733-558X(2012)0000035009