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rs such as autonomy lead to positive deviance. For an organization with high ethical values such behaviors will be viewed as a good personality trait whereas for others they will act be negative traits. In practice, managers will benefit from an integrated approach to deviance, because they will gain a better understanding of the relationship between deviant behaviors in the workplace and behavioral characteristics. It is crucial for managers to know how situational factors, such as employee autonomy bring about positive deviance.

The results of this article raise important questions for future investigation. Some objectives that can be explored further are:

It would be conducive to conduct a more in-depth investigation of the cognitive processes leading to positive deviance at workplace. In particular, the main objective should be to understand how individuals weigh perceived benefits and risks of positive deviance.

It would also be useful to understand how affective and cognitive variables such as job satisfaction, procedural justice, and organizational commitment affect decisions of whether to engage in positive deviance or not.

Future researchers should consider how employees' judgments about the appropriateness of positive deviance are affected by the nature of the rule itself (e.g., how clearly understood, how strongly enforced, severity of punishment for violation, etc.).

Another important issue for future research relates to the organizational implications of positive deviance. Positive deviance can increase organizational adaptability and flexibility in the face of unanticipated circumstances and may be an impetus for eliminating or altering norms that have outlived their usefulness. Over time the most common form of deviance can be observed and the norm from which it happens can be thought over for appropriateness. More systematic study may provide insight into how deviance becomes institutionalized and accepted within an organization and how this can lead to adaptive organizational change.

Another issue is the effects of positive deviance for employees. At a psychological level, we would expect that positive deviance would bring a greater sense of control, thereby enhancing job satisfaction and motivation (Frese et al., 1997). It is also likely that employees who engage in positive deviance to satisfy customers will be rated as high as or even higher on customer service than they would be if they rigidly adhered to the norms and rules. It is less clear as to how such employees will be evaluated by their supervisors.

To conclude, the notion of positive deviance many raise intriguing questions. It is however hoped that these questions will serve as a spark for future research. In recent years, several researchers have raised questions about what it means for employees to “go above and beyond the call of duty” in performing their jobs and about the motives for such behavior. Similarly, it is important for scholars to raise questions about what it means for employees to “deviate” from the rules and about the motives behind rule deviation.