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Positive Rule Breaking and Implications for Organizations

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Organizational Psychology and Evidence-Based Management

Abstract

This chapter reviews the national and international literature on positive rule breaking in organizations. To that, it first presents the concept of rules in organizations and then characterizes the positive deviant workplace behaviors in organizations regarding the different typologies being adopted to conceptualize it. It further discusses some of the measurement instruments being developed to measure these behaviors. Next it focuses on the main antecedents based on theoretical propositions and empirical studies on the construct. The conclusion approaches the implications of positive deviant workplace behaviors for organizations, mainly regarding management.

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Author information

Authors and Affiliations

  1. Universidade Salgado de Oliveira, Rio de Janeiro, RJ, Brazil

    Maria Cristina Ferreira & Maria da Gloria Lima Leonardo

  2. Universidade Federal do Rio de Janeiro, Rio de Janeiro, RJ, Brazil

    Marcos Aguiar de Souza

  3. Universidade de Brasília, Brasília, DF, Brazil

    Claudio Vaz Torres

Authors
  1. Maria Cristina Ferreira
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  2. Marcos Aguiar de Souza
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  3. Claudio Vaz Torres
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  4. Maria da Gloria Lima Leonardo
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Corresponding author

Correspondence to Maria Cristina Ferreira .

Editor information

Editors and Affiliations

  1. Department of Social and Work Psychology, University of Brasília, Institute of Psychology, Brasília, Brazil

    Elaine Rabelo Neiva

  2. Department of Social and Work Psychology, University of Brasília, Institute of Psychology, Brasília, Brazil

    Cláudio Vaz Torres

  3. Department of Psychology, Pontifical Catholic University of Goiás, Goiânia, Goiás, Brazil

    Helenides Mendonça

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Ferreira, M.C., de Souza, M.A., Vaz Torres, C., da Gloria Lima Leonardo, M. (2017). Positive Rule Breaking and Implications for Organizations. In: Neiva, E., Torres, C., Mendonça, H. (eds) Organizational Psychology and Evidence-Based Management. Springer, Cham. https://doi.org/10.1007/978-3-319-64304-5_10

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