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The school of broken rules

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  • Dawn Dobni

Abstract

Rule violations are central to organisational learning, as they can be sources of useful information about the organisational condition. To help managers interpret and learn from these violations, this study examines the circumstances and motivations that lead employees to judge that rule breaking is appropriate. Content analysis revealed four dimensions on which rule breaks are justified: context (instrumental or expressive), content (reasonableness), consequences (trivial versus serious) and target (self- or other-directed). Understanding these dimensions will help managers respond to rule violations, contemplate their own bureaupathologies and search for more effective ways of organisational functioning.

Suggested Citation

  • Dawn Dobni, 2013. "The school of broken rules," International Journal of Innovation and Learning, Inderscience Enterprises Ltd, vol. 13(1), pages 69-77.
    • Handle: RePEc:ids:ijilea:v:13:y:2013:i:1:p:69-77
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