Expanding the Dimensionality of Team Deviance: An Organizing Framework and Review

Abstract

Although team deviance is known to detract from team functioning, extant literature largely focuses on deviance that is independently enacted and directed internally toward other members. This relatively narrow focus poses limitations to the practical application of strategies to reduce the incidence and negative impact of team deviance. We offer a four-dimensional typology that takes into account features of team deviance that are important yet undertheorized: level of coordination and target membership. We use this typology to summarize current research, highlight the narratives on team deviance that underlie each dimension, and discuss how to advance the research domain.