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ArticleConstructive deviance as a driver for performance in retail

Willem Mertens2016

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Articlegreen2016

Constructive deviance as a driver for performance in retail

Willem Mertens · Jan Recker · Tyge‐F. Kummer · Thomas Kohlborn · Stijn Viaene

62 citations·0/0 files stored·Journal of Retailing and Consumer Services

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Job Satisfaction and Organizational Behavior Team Dynamics and Performance Management and Organizational Studies

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References

2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It 2005Self‐determination theory and work motivation 1995PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION.2010SAGE Handbook of Mixed Methods in Social & Behavioral Research 2000Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research 1976Business research methods 1995A TYPOLOGY OF DEVIANT WORKPLACE BEHAVIORS: A MULTIDIMENSIONAL SCALING STUDY.2000Development of a measure of workplace deviance.

Cited by

2022Positive deviance at work: a systematic review and directions for future research 2020Exploring potentials of digital nudging for business processes 2019Exchange variables, organizational culture and their relationship with constructive deviance 2021Using positive deviance to enhance employee engagement: an interpretive structural modelling approach 2019Organizational Politics And Workplace Deviance In Unionized Settings: Mediating Role Of Job Stress And Moderating Role Of Resilience

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Details

Year2016

Typearticle

Published2016-02-14

VenueJournal of Retailing and Consumer Services

ISSN-L0969-6989

Languageen

Citations62

Files0 public / 0

ShelfJob Satisfaction and Organizational Behavior

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doi10.1016/j.jretconser.2016.01.021

openalex_workW2263938864

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2019How store managers can empower their teams to engage in constructive deviance: Theory development through a multiple case study

2018Why do business processes deviate? Results from a Delphi study

2024Perceived overqualification and employee outcomes: The dual pathways and the moderating effects of dual‐focused transformational leadership