Examining Team-Member Perceptions of Deviant Behavior in Autonomous Teams
In this exploratory study, autonomous team members recollected types of deviance, ranging from mere incivility to
severe aggression, that remained salient from their team experiences. A narrative analysis of their perceptions further revealed
specific parts of the organizational context in which deviance was most likely to prevail. Specifically, responsibility lay with
organizational leadership in shaping the level of team orientation within the culture, organizational collaboration, relationships
with team-external constituents, member recruitment, and resource allocation to minimize levels of deviance to nurture an
organizational context most conducive to the effective use of autonomous teams .
Index Terms- autonomous teams, deviance, incivility, team-member perceptions.