Organizational Saint Image: Too Good to Be True?: Conceptualizing Dysfunctional Tensions of Positive Deviance for Organizational Members

Sanne Frandsen, Mette Morsing

Research output: Contribution to conferencePaperResearchpeer-review

Abstract

Paper accepted for presentation by Critical Management Studies (CMS).
The paper offers a novel conceptualization and heuristic framework to highlight how organizational saint images attributed by public perceptions of morally positive organizational deviance create identity tensions propelled by members’ addiction to the organizational saint image. We bring together research on organizational deviance, celebrity organizations, and organizational identification, as well as studies on micro-level corporate social responsibility (CSR) and moral engagement, developing a coherent synthesis that explores the counterproductive effects of identification processes in response to public organizational saint images. Whereas prior research suggests that a positive organizational image creates strong positive organizational identification among organizational members, we offer an alternative conceptualization that highlights members’ addiction to the saint image and pressures to live up to the saint image in ways that create two sets of identity tensions: sense of fakeness and sense of superiority. We suggest an elaborate research agenda to fully explore both theoretically and empirically the link between the organizational saint image and positive organizational deviance and its counterproductive implications for individual-level identity tensions, as well as for organizational-level misconduct.
Paper accepted for presentation by Critical Management Studies (CMS).
The paper offers a novel conceptualization and heuristic framework to highlight how organizational saint images attributed by public perceptions of morally positive organizational deviance create identity tensions propelled by members’ addiction to the organizational saint image. We bring together research on organizational deviance, celebrity organizations, and organizational identification, as well as studies on micro-level corporate social responsibility (CSR) and moral engagement, developing a coherent synthesis that explores the counterproductive effects of identification processes in response to public organizational saint images. Whereas prior research suggests that a positive organizational image creates strong positive organizational identification among organizational members, we offer an alternative conceptualization that highlights members’ addiction to the saint image and pressures to live up to the saint image in ways that create two sets of identity tensions: sense of fakeness and sense of superiority. We suggest an elaborate research agenda to fully explore both theoretically and empirically the link between the organizational saint image and positive organizational deviance and its counterproductive implications for individual-level identity tensions, as well as for organizational-level misconduct.

Conference

Conference78th Annual Meeting of The Academy of Management
Number78
CountryUnited States
CityChicago
Period10/08/201814/08/2018
Internet address

Bibliographical note

CBS Library does not have access to the material

Keywords

  • Deviance
  • Saint image
  • Addiction
  • Celebrity
  • Identification
  • Identity

Cite this

Frandsen, S., & Morsing, M. (2018). Organizational Saint Image: Too Good to Be True? Conceptualizing Dysfunctional Tensions of Positive Deviance for Organizational Members. Paper presented at 78th Annual Meeting of The Academy of Management , Chicago, United States.
Frandsen, Sanne ; Morsing, Mette. / Organizational Saint Image: Too Good to Be True? Conceptualizing Dysfunctional Tensions of Positive Deviance for Organizational Members. Paper presented at 78th Annual Meeting of The Academy of Management , Chicago, United States.34 p.
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abstract = "Paper accepted for presentation by Critical Management Studies (CMS). The paper offers a novel conceptualization and heuristic framework to highlight how organizational saint images attributed by public perceptions of morally positive organizational deviance create identity tensions propelled by members’ addiction to the organizational saint image. We bring together research on organizational deviance, celebrity organizations, and organizational identification, as well as studies on micro-level corporate social responsibility (CSR) and moral engagement, developing a coherent synthesis that explores the counterproductive effects of identification processes in response to public organizational saint images. Whereas prior research suggests that a positive organizational image creates strong positive organizational identification among organizational members, we offer an alternative conceptualization that highlights members’ addiction to the saint image and pressures to live up to the saint image in ways that create two sets of identity tensions: sense of fakeness and sense of superiority. We suggest an elaborate research agenda to fully explore both theoretically and empirically the link between the organizational saint image and positive organizational deviance and its counterproductive implications for individual-level identity tensions, as well as for organizational-level misconduct.",
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Organizational Saint Image: Too Good to Be True? Conceptualizing Dysfunctional Tensions of Positive Deviance for Organizational Members. / Frandsen, Sanne; Morsing, Mette.

2018. Paper presented at 78th Annual Meeting of The Academy of Management , Chicago, United States.

Research output: Contribution to conferencePaperResearchpeer-review

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T1 - Organizational Saint Image: Too Good to Be True?

T2 - Conceptualizing Dysfunctional Tensions of Positive Deviance for Organizational Members

AU - Frandsen,Sanne

AU - Morsing,Mette

N1 - CBS Library does not have access to the material

PY - 2018

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N2 - Paper accepted for presentation by Critical Management Studies (CMS). The paper offers a novel conceptualization and heuristic framework to highlight how organizational saint images attributed by public perceptions of morally positive organizational deviance create identity tensions propelled by members’ addiction to the organizational saint image. We bring together research on organizational deviance, celebrity organizations, and organizational identification, as well as studies on micro-level corporate social responsibility (CSR) and moral engagement, developing a coherent synthesis that explores the counterproductive effects of identification processes in response to public organizational saint images. Whereas prior research suggests that a positive organizational image creates strong positive organizational identification among organizational members, we offer an alternative conceptualization that highlights members’ addiction to the saint image and pressures to live up to the saint image in ways that create two sets of identity tensions: sense of fakeness and sense of superiority. We suggest an elaborate research agenda to fully explore both theoretically and empirically the link between the organizational saint image and positive organizational deviance and its counterproductive implications for individual-level identity tensions, as well as for organizational-level misconduct.

AB - Paper accepted for presentation by Critical Management Studies (CMS). The paper offers a novel conceptualization and heuristic framework to highlight how organizational saint images attributed by public perceptions of morally positive organizational deviance create identity tensions propelled by members’ addiction to the organizational saint image. We bring together research on organizational deviance, celebrity organizations, and organizational identification, as well as studies on micro-level corporate social responsibility (CSR) and moral engagement, developing a coherent synthesis that explores the counterproductive effects of identification processes in response to public organizational saint images. Whereas prior research suggests that a positive organizational image creates strong positive organizational identification among organizational members, we offer an alternative conceptualization that highlights members’ addiction to the saint image and pressures to live up to the saint image in ways that create two sets of identity tensions: sense of fakeness and sense of superiority. We suggest an elaborate research agenda to fully explore both theoretically and empirically the link between the organizational saint image and positive organizational deviance and its counterproductive implications for individual-level identity tensions, as well as for organizational-level misconduct.

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KW - Saint image

KW - Addiction

KW - Celebrity

KW - Identification

KW - Identity

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KW - Addiction

KW - Celebrity

KW - Identification

KW - Identity

M3 - Paper

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Frandsen S, Morsing M. Organizational Saint Image: Too Good to Be True? Conceptualizing Dysfunctional Tensions of Positive Deviance for Organizational Members. 2018. Paper presented at 78th Annual Meeting of The Academy of Management , Chicago, United States.