This project builds on existing evidence to produce the first (dis)trust based framework for predicting, identifying and mitigating counterproductive working behaviours and insider threat within an organisational change context.
Insider threat does not occur solely due to the recruitment of deviant or malicious individuals, but can develop through negative employee perceptions and experiences with colleagues, managers or the organisation. Such perceptions are particularly likely with organisational changes to roles, relationships, and resources. Counterproductive working behaviours (CWB), are actions which threaten the effectiveness or harm the safety of an employer and its stakeholders. They can develop from small scale discretions (e.g., time wasting or knowledge hiding) into serious insider threat activities (e.g., destroying systems or divulging confidential information to malicious others). Insider threat must therefore be considered within a context of threat to wider publics and national security.
Building on recent work, this project will test, refine and operationalise a (dis)trust framework through new primary data gathered via a case study of a high stakes defence engineering organisation undergoing considerable change. This project examines the dynamics of trust and distrust, to show how far it is a defining event, or an accumulation of minor events that has the greatest impact on CWB and insider threat. Our (dis)trust-based framework and practitioner toolkit will advance scholarship into CWB and provide practical guidance for organisations undergoing change in other contexts.
The objectives of our project are:
- To provide deeper understanding of the impact of change on employees’ (dis)trust in their organisation;
- To identify the triggers of counterproductive working behaviours and insider threat during organisational change;
- To explore how (dis)trust measures may be used to predict, identify and mitigate counterproductive working behaviours and insider acts.
Therefore, using a novel (dis)trust-based framework, the research questions of this study are:
- What impacts are produced by organisational changes in relation to counterproductive working behaviours and particularly insider acts?
- What role does (dis)trust within an organisational change context play in CWBs?
- What preventative measures can be taken by organisations to help mitigate the threat of counterproductive working behaviours and insider acts in organisational change initiatives?
Principal Investigator
Professor Rosalind Searle
Institutions
Centre for Peace, Trust and Social Relations, Coventry University
Adam Smith Business School, University of Glasgow
People
Outputs
Animation: Positively influencing individuals during organisational change
This animation is one of a series of CREST resources for managing organisational change to mitigate the development of Counterproductive Workplace Behaviour. Based on...Read More »Positively influencing individuals during organisational change
CREST has produced a new animation from our project into organisational change and insider threat. This new resource, alongside pre-existing toolkits and a full...Read More »Positively Influencing Individuals During Organisational Change
What are the strategies for mitigating the risk of insider threat from disillusioned employees? Professor Rosalind Searle and Dr Charis Rice explain Employees who...Read More »How messing with employee pensions can backfire on companies
Rosalind Searle, University of Glasgow and Charis Rice, Coventry University explain how messing with employee pensions can backfire on companies. With pension funds in...Read More »New resources on organisational change and insider threat
CREST has published a series of resources from our project into organisational change and insider threat. These resources, and a full project report, are...Read More »A manager's guide to organisational change
This toolkit is one of a series of CREST resources for managing organisational change to mitigate the development of Counterproductive Workplace Behaviour. There are...Read More »Managing Organisational Change | Practitioner Toolkit
This toolkit is one of a series of CREST resources for managing organisational change to mitigate the development of Counterproductive Workplace Behaviour. It is...Read More »Managing Organisational Change | Full Report
This report comprises the findings of CREST funded research into organisational change and insider threat. It outlines the individual, social and organisational factors that...Read More »Managing Organisational Change | Leaders Toolkit
This toolkit is one of a series of CREST resources for managing organisational change to mitigate the development of Counterproductive Workplace Behaviour. It is...Read More »Managing Organisational Change | Team Relations Toolkit
This toolkit is one of a series of CREST resources for managing organisational change to mitigate the development of Counterproductive Workplace Behaviour. It is...Read More »Managing Organisational Change | Organisational Culture Toolkit
This toolkit is one of a series of CREST resources for managing organisational change to mitigate the development of Counterproductive Workplace Behaviour. It is...Read More »Managing Organisational Change | Individuals Toolkit
This toolkit is one of a series of CREST resources for managing organisational change to mitigate the development of Counterproductive Workplace Behaviour. It is...Read More »Managing Organisational Change | Video Introduction
This video introduces key messages from the series of CREST resources for managing organisational change to help mitigate the development of Counterproductive Workplace Behaviour....Read More »Managing Organisational Change | Using the CWB toolkits
This video introduces the toolkits from CREST’s series of resources for managing organisational change to help mitigate the development of Counterproductive Workplace Behaviour. It...Read More »Trust and Insider Threat: ensuring we don’t look back – or forward – in anger
How can networked trust in organisations, both between employees and processes be maintained, especially during times of great change? Rosalind Searle and Charis Rice...Read More »Trust And Citizenship: The Insider Threat
Dr Charis Rice and Professor Rosalind Searle from Coventry University outline some work that they are undertaking that looks at counterproductive work behaviour –...Read More »