In my work on police corruption I speak of ‘organisational deviance’ where the organisation encourages or colludes in deviant behaviour. There are no ‘individuals’ in organisations, I claim, and people who enter them change identity. And the pressures, rationalisations, and opportunities for deviance – for or against the institution – are always related ‘collectively’ to the social nature of work, the diverse cultures, and the structure of the organisation.
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Punch et al. (2010) studied this question.
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