Preface Introduction 1: The Normal Organizational Wrongdoing Perspective 2: Definitions, Theory Development, and Method 3: A Rational Choice 4: The Cultural Embeddedness Account 5: Behavioral Decision Theory 6: The Administrative System Account 7: Situational Social Influence 8: The Power Structure Account 9: Accidental Wrongdoing 10: The Social Control of Organizational Wrongdoing Conclusion
Donald Palmer is Professor of Organizational Behavior at the Graduate School of Management, University of California, Davis. He has served as Assistant Professor in the Graduate School of Business at Stanford University and as chair of the Department of Sociology at Reed College. Professor Palmer has conducted quantitative empirical studies on corporate strategy, structure, and inter-organizational relations and qualitative studies of organizational wrongdoing, which have been published in the American Sociological Review, American Journal of Sociology, Annual Review of Sociology, Social Forces, Research in the Sociology of Organizations Administrative Science Quarterly, Research in Organizational Behavior, Strategic Organization, and Journal of Management Inquiry. He was an Associate Editor of Administrative Science Quarterly from 2000 to 2002 and Editor of the journal from 2003 to 2008.
`Donald Palmer has developed a provocative argument about the inevitability of organizational wrongdoing. What we have here is a critical, inclusive, sociological analysis that takes the perspective of embedded wrongdoers[The book] could easily be a basic text for organizational studies courses of any kind. Why? Basic positions are presented and compared. Ethics are not compartmentalized. Applications are not oversimplified. Readers understand more clearly why organizational participants may develop a cynical outlook.' Karl Weick, ASQ, 14/07/2013