Instances of wrongdoing in and by organizations have featured heavily in news headlines in recent years. Why do organizational participants--employees, managers, senior officials--engage in illegal, unethical, and socially irresponsible behavior?
The dominant view of wrongdoing as an abnormal phenomenon assumes that the perpetrator is a rational, proactive actor, working in isolation. However, Palmer develops an alternative approach in this book, examining wrongdoing as a normal occurrence, produced by boundedly rational actors whose behaviour is shaped by the immediate social context...