Abstract
This article examines two starkly different cases—the abuse of prisoners in the Abu Ghraib prison and the falsification of architectural internship reports—in developing a neo-institutional analysis of deviance within organizations. We argue that the organization’s role extends beyond a failure to act (e.g. monitor, prevent, punish) to include implementing formal structures—decoupling—that make individual deviance both predictable and a predicate of organizational ‘success’. We identify environmental conditions associated with decoupling, strategies to achieve it and organizational responses of deflection. By linking macro-level rule environments, organizational structure and participant behavior, we offer a theoretical framework that elides the long-standing definitional struggles in white-collar crime research through the simultaneous consideration of the organization as environment and the environment of the organization.
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