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dc.contributor.authorAaltonen, Kirsi
dc.contributor.authorAhola, Tuomas
dc.contributor.authorAarseth, Wenche Kristin
dc.contributor.authorAndersen, Bjørn Sørskot
dc.contributor.authorHajikazemi, Sara
dc.date.accessioned2020-08-26T07:11:08Z
dc.date.available2020-08-26T07:11:08Z
dc.date.created2020-08-10T08:27:22Z
dc.date.issued2020
dc.identifier.citationConstruction Management and Economics. 2020,en_US
dc.identifier.issn0144-6193
dc.identifier.urihttps://hdl.handle.net/11250/2674022
dc.description.abstractIn 2018, the Construction giant Carillion went into compulsory liquidation costing the UK taxpayers an estimated £148m. According to our analysis performed on the case, the demise of Carillion was the result of accumulation of failures and normalisation of deviations from good practice. The purpose of this study is to better understand how deviance can become the norm such that actors in the context of the construction organisations such as Carillion, come to adopt deviant practices rather than respecting their accepted industry codes and ethos. This study is based on an in-depth analysis of publicly available data on the case of Carillion. Our aim is to better understand the process of normalisation of deviance and its potential effect on organisations. Our analysis of the case revealed three specific types of normalised deviance: late payments to suppliers, aggressive accounting and payment of high dividends to shareholders despite the troubled financial status of the firm. The results of our work contribute to theory by showing that normalisation of deviance is a gradual process which can be influenced by actors both within the focal organisation as well as actors in its environment. The managerial implications highlight the need for all actors in the construction sector to become more aware of the normalising deviance process and its potential negative effects, which can be mitigated by stronger adherence to controls in the external environment in which the organisation operates.en_US
dc.language.isoengen_US
dc.publisherTaylor & Francisen_US
dc.titleNormalising deviance in construction project organizations a case study on the collapse of Carillionen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionacceptedVersionen_US
dc.source.journalConstruction Management and Economicsen_US
dc.identifier.doihttps://doi.org/10.1080/01446193.2020.1804069
dc.identifier.cristin1822304
dc.description.localcodeLocked until 9 August 2021 due to copyright restrictions. This is an Accepted Manuscript of an article published by Taylor & Francis, available at https://doi.org/10.1080/01446193.2020.1804069en_US
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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