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This chapter provides novel theory that explicates how positive emotions of four actors (supervisors, employees, peers, and customers) in the service profit chain can foster the creation of positively deviant service businesses. It is suggested to incorporate studies and theories of positive organizational scholarship and particularly studies on positive emotions to the services marketing literature. This chapter elucidates how positively deviant behaviors, such as expressions of appreciation, helping others, gratitude, trustworthiness, and unselfishness, can foster the creation of such positively deviant performances that may generate supreme customer experience. These four positively deviant performances are trust in self and others, feeling of oneness, creativity, and seeing the bigger picture. The suggestion is that these positively deviant performances create climate for positivity in the supplier–customer interaction and foster the co-creation of mutual value in service businesses.

This study aims to examine the effects of external corporate social irresponsibility on organisational workplace deviant behaviours through the mediation of moral outrage (MO) among non-managerial employees.

The primary quantitative data was collected from a sample of 328 non-managerial employees working in banking, refinery, petroleum and power distribution companies in Pakistan. Partial least square-structural equation modelling was used to estimate the modelled relationships.

Results confirmed that external corporate social irresponsibility has a positive effect on organisational workplace deviant behaviours. MO mediated relationships between external corporate social irresponsibility and organisational workplace deviant behaviours positively.

Theoretically, the findings indicate that moral values are also close to the hearts of non-managerial employees, as external corporate social irresponsibility has proved to be one of the significant predictors of organisational deviance.

This study provides a new, substantial pathway for the executive management of organisations and evidence that eliminating social irresponsibility is equally important as pursuing sustainability initiatives for addressing workplace deviant behaviour.

The originality of this study is twofold. Firstly, it has confirmed the impact of external corporate social irresponsibility on employees’ deviant behaviours targeted at the organisation. Secondly, it has extended the scope of expectancy violation theory into the field of human resource management.

Grounding upon moral cleansing and self-completion theories, this paper examines how workplace deviant behavior motivates employees to engage in subsequent compensatory actions—organizational citizenship behavior and prosocial behavior—triggered by the state of moral emotion – guilt. The article also explores and tests the role of task characteristics—task visibility—as a boundary condition in the guilt-mediated relationship between deviant employee behavior and compensatory behaviors.

A survey study on 396 full-time employees working for organizations operating in various industries is conducted to test the hypothesized mediated moderation model empirically. The authors conducted a structural equation modeling to provide empirical evidence for the proposed hypotheses.

Offering both theoretical and practical implications, the findings of the study revealed that a deviance-triggered state of guilt encourages subsequent reparative actions, such as organizational citizenship behavior and prosocial behaviors. The results also showed that the level of task visibility had a significant role as a boundary condition in the relationships between workplace deviant behavior and reparative behaviors.

Unlike previous research, which mainly found a negative connection between harming actions (i.e. deviant behavior) and helping behaviors (i.e. citizenship and prosocial behavior), this paper investigated and found how the state of guilt could be a mediator to link workplace deviant behavior to organizational citizenship behavior and prosocial behavior through moral cleansing and self-completion processes.

The purpose of this paper is to examine the impact on organizations of both negative deviant workplace behaviors – those that violate organizational norms, policies or internal rules – and positive deviant workplace behaviors – those that honorably violate them. The reasons why people engage in such behaviors are explored, along with some of the reasons why organizations allow such behaviors to thrive within their walls. A typology of positive workplace behavior is determined and is compared with other pro‐social behaviors such as: whistleblowing, corporate social responsibility, organizational citizenship behavior and innovation. Possible solutions to overcome problems associated with negative deviant behavior in the workplace are examined, along with how to promote positive deviant behavior in the workplace.

A literature review on current positive and negative deviant workplace behavior was conducted.

Regardless of whether negative deviance is overt or implicit, it has negative consequences for the entity and its affiliates. The estimated impact of the widespread theft by employees on the US economy has been reported to be $50 billion annually. Toxic organizations depend on employees that are dishonest and deceitful in order to be successful. Furthermore, it is found that psychological empowerment is likely to be a key enabler of positive deviance.

It is proposed that the survival of an organization in the face of negative deviant employees is possible with a remodeling of an organization's norms, attitudes and social values to a specific organizational culture centered on important ethical core values; by addressing value differences between employee subcultures, and more frequent background checks when hiring. Adhering tightly to organizational norms may preclude positive deviant behaviors that would be beneficial to the organization, and thus employee psychological empowerment is recommended.

This study aims to reach a perception of the advance of research on deviant organisational behaviours.

This research has been done through the text mining method. By reviewing, the papers were selected 360 papers between 1984 and 2020. Based on the Davis–Boldin index, 11 optimal clusters were gained. Then the roots were ranked in any group, using the Simple Additive Weighting technique. Data were analysed by RapidMiner and MATLAB software.

According to the results obtained, clusters are included leadership styles, job attitudes, spirituality in the workplace, work psychology, personality characteristics, classification and management of deviant workplace behaviours, service and customer orientation, deviation in sales, psychological contracts, group dynamics and inappropriate supervision.

This study provides a landscape and roadmap for future investigation on deviant organisational behaviours.

The purpose of this paper is to begin to explore the strategic priorities of unicorn ventures as pursuers of market disruption. This study approaches this task by drawing on the positive deviance concept for studying outliers with the intent of understanding the strategic priorities of these ventures.

This is a comparison study of the priorities of 75 unicorn ventures, 37 early-stage ventures and 45 Fortune 500 organizations. The authors use computer-aided text analysis to conduct within-sample and between-sample means comparison tests of 12,487 newswires from 2022.

Where early-stage ventures emphasize their mission, and Fortune 500 companies emphasize financial results, unicorn ventures, occupy the middle of the spectrum, balancing their priorities between pursuing market disruption and achieving financial results. These high-growth outliers indicate their priorities by using significantly less positive tone, affective and prosocial language, and focusing less on corporate social responsibility initiatives, compared to early-stage ventures (and using more of this language compared to Fortune 500 ventures). An additional finding emphasizes that public Fortune 500 companies focus significantly more on money than their topic of interest.

This work has implications for understanding the strategic priorities of entrepreneurial ventures in different development stages. The results suggest that unicorn ventures actively work to balance their startup mission, which allows them to experience high-growth and achieve market disruption, with the financial demands of venture capital investors. This novel conclusion demonstrates the value of using positively deviant outlier cases, such as unicorn ventures, as a viable sample for studying market disruption.

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.

The purpose of this exploratory study is to examine entrepreneurial deviance from the perspective of New Zealand's commercial honey producers. The study adopts entrepreneurial action and social learning theories and proposes a theoretical framework in the context of entrepreneurial deviance.

Data were collected through online surveys from 52 professional beekeepers.

Overstocking of beehives, encroachment, biosecurity threats and unfair competition were most common forms of deviance affecting participants. While these predominantly responded through investing in disease prevention, security equipment or by reporting deviant incidents, finding proper solutions remains elusive. The findings revealed robust alignments with both theories. Overall, offenders’ perceived incentives to act illustrate alignment with social learning theory’s four key constructs. Entrepreneurial action emerged through individual perpetrators’ evaluation and subsequent maximisation of potentially lucrative opportunities.

The study addresses an important and under-researched dimension, notably, the negative or “dark” side of entrepreneurs, in this case, illustrated through greed and disregard for fair and proper ways of conducting business. This knowledge gap is even more obvious among small and medium business, which is also the focus of the research.

The study explores the relationship between workplace spirituality and work stress among university teachers. It also investigates the mediating effect of constructive deviance amid the association between workplace spirituality and stress among Indian university teachers.

The association between spirituality and stress is studied using correlation and multiple regression. The mediating effect of constructive deviance is examined using the Sobel test and bootstrapping estimates using Hayes' PROCESS macro. The hierarchical regression is used to report direct and indirect effects.

Findings reveal a significant negative association between the six dimensions of workplace spirituality and stress. The results also concluded the mediation effect of constructive deviance, which means workplace spirituality promotes constructive deviance that influences educators' stress levels.

The study is based on primary data collected by the author. It is one of the first explorations of the mediating effect of constructive deviance in the relationship of six dimensions of workplace spirituality and work stress among teachers.

Organisations today seek high engagement levels from their employees for their superior performance amid the highly competitive environment. The purpose of this paper is to examine the role of positive deviance facilitators (PDFs) in enhancing employee engagement at work.

The study adopts the interpretive structural modelling (ISM) and Matrice d’Impacts Croisés-Multiplication Appliquée á un Classement (MICMAC) analysis to understand the process of how positive deviance may fuel employee engagement in an organisation. Because of the lack of empirical evidence on the relationship between employee engagement and positive deviance, ISM approach was adopted as it helps in understanding the subjective experience and learnings of experts involved in the field. The MICMAC analysis classifies the relevant factors into four clusters and helps in understanding the dynamics involved.

Based on the opinions shared by industry and academia experts, a structural model was developed to understand the hierarchy and interactions among the eight PDFs leading towards employee engagement.

The study offers both theoretical and practical implications. The model developed in the current study could be used as a base model for future studies concerning employee engagement and deviance. The importance of human resource management practices in fuelling positive deviance and employee engagement is also highlighted. The study discusses various practical implications for human resource managers and top management.

The literature on positive deviance at work is still at a nascent stage. Empirical studies on deviance largely focus on the destructive/negative side of workplace deviance, and studies on positive outcomes from workplace deviance are rare. This present study provides a unique opportunity to understand how positive deviance can be used to enhance the engagement levels of employees.