Chapter 6: Controlling A, While Hoping For B: Deviance Deterrence and Public Versus Private Deviance

In this chapter a model for the relationship between organizational control and deviance is presented which takes into consideration both public and private forms of deviance behavior and suggests factors that may drive employees’ motives to engage in one versus the other. The distinction between the two forms of deviance is particularly important today to organizations because it helps to illustrate how although some control systems may minimize certain forms of deviant behavior (i.e., public deviance), they may motivate increases in other forms (i.e., private deviance). Given the rising threats to an organization’s intellectual assets, the authors help managers understand some of the key considerations that must be noted before instituting extensive and costly monitoring systems. The limitations of the proposed model are highlighted as well as suggestions for future research.