Hostname: page-component-78c5997874-v9fdk Total loading time: 0 Render date: 2024-11-14T15:16:25.645Z Has data issue: false hasContentIssue false

Like wolves in a pack: Predatory alliances of bullies in nursing

Published online by Cambridge University Press:  02 February 2015

Marie Hutchinson
Affiliation:
NFORCE Research Group, College of Law and Business, University of Western Sydney, Sydney NSW, Australia
Margaret H Vickers
Affiliation:
School of Management, College of Business, University of Western Sydney, Sydney NSW, Australia
Debra Jackson
Affiliation:
School of Nursing, College of Health and Science, University of Western Sydney, Sydney NSW, Australia
Lesley Wilkes
Affiliation:
School of Nursing, College of Health and Science, University of Western Sydney, Sydney NSW, Australia

Abstract

The findings from the first, qualitative stage of a larger sequential mixed method study of bullying in the Australian nursing workplace are reported. Interviews with twenty-six nurses, recruited from two health care organizations, were analysed using the constant comparative method. Participants described informal organizational networks as the mechanism through which predatory, cooperative, and planned group bullying acts were promulgated. These predatory alliances enabled the co-option of legitimate organizational systems, the concealment of bullying, and the protection and promotion of perpetrators. By identifying the manner in which workplace bullying can be embedded within informal organizational networks, this research has important implications for further research in this field.

Type
Research Article
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2006

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Angot, J and Josserand, E (2001) Analyzing social networks, in Theitart, R (Ed) Doing management research: A comprehensive guide, pp 312331, Sage, London.Google Scholar
Archer, D (1999) Exploring ‘bullying’ culture in the para-military organization, International Journal ofManpower 20 (1/2): 94105.Google Scholar
Baumeister, RF (1999) Evil: Inside human violence and cruelty, WH Freeman, New York.Google Scholar
Bennett, RJ and Robinson, SL (2000) The past, present and future of workplace deviance research, in Greenberg, J (Ed) Organizational behavior: The state of the science, pp 247281, Lawrence Erlbaum, Mahwah NJ.Google Scholar
Beugre, CD (1998) Understanding organizational insider-perpetrated workplace aggression: an integrative model, in Wonnestohl, W (Ed) Research in the sociology of organizations: Deviance in and of organizations, JAI Press, Connecticut.Google Scholar
Bogdon, RC and Biklen, SK (1982) Qualitative research for education: An introduction to theory and method, Allyn and Bacon, Boston MA.Google Scholar
Brass, DJButterfield, KD and Skaggs, BC (1998) Relationships and unethical behaviour: A social network perspective, The Academy of Management Review 23(1): 1431.Google Scholar
Brass, DJ and Burkhardt, ME (1993) Potential power and power use: An investigation of structure and behavior, The Academy of Management Journal 36(3): 441471.Google Scholar
Coleman, WJ (1987) Toward an integrated theory of white collar crime, American Journal of Sociology 93(2): 406439.Google Scholar
Coleman, WJ and Ramos, LL (1998) Subcultures and deviant behaviour in the organizational context, in Sonnestohl, WJ (Ed) Research in the sociology of organizations: Deviance in and of organizations, pp 331, JAI Press, Stamford CT.Google Scholar
Cresswell, J (1994) Research design: Qualitative and quantitative approaches. Sage, London.Google Scholar
Cresswell, JFetters, A and Ivankova, N (2004) Designing a mixed method study in primary care, Annals of Family Medicine 2(1): 712.Google Scholar
Cross, R and Parker, A (2004) The hidden power of social networks: Understanding how work really gets done in organizations, Harvard Business School Press, Boston MA.Google Scholar
DiMaggio, P (1992) Nadels paradox revisited: relational and cultural aspects of organizational structure, in Eccles, R (Ed) Networks and organizations: Structure, form and action, pp 118142, Harvard Business School Press, Boston MA.Google Scholar
Edwards, J and Burnard, P (2003) A systematic review of stress and stress management interventions for mental health nurses, Journal of Advanced Nursing 42(2): 169178.Google Scholar
Einarsen, S (1999) The nature and causes of bullying at work, International Journal of Manpower 20(1/2): 1627.Google Scholar
Einarson, S (2000) Bullying and harassment at work: A review of the Scandinavian approach, Aggression and Violent Behaviour 5(4): 379410.Google Scholar
Einarsen, SE, Hoel, H, Zapf, D and Cooper, CL (2003) The concept of bullying at work: The European tradition, in Einarson, SHoel, HZapf, DCooper, C (Eds) Bullying and emotional abuse in the workplace: International perspectives in research and practice, pp 330, Taylor and Francis, London.Google Scholar
Einarsen, S, Raknes, BI and Matthiesen, SB (1994) Bullying and harassment at work and their relationships to work environment quality, European Work and Organizational Psychologist 4(10): 381410.Google Scholar
Eisenhardt, KM and Bourgeois, LJ (1988) Politics of strategic decision-making in high velocity environments: Towards a midrange theory, Academy of Management Journal 31(4): 737770.Google Scholar
Farrell, G (1999) Aggression in clinical settings: Nurse's views – a follow up study, Journal of Advanced Nursing 29(3): 2633.Google Scholar
Gulati, R and Gargiulo, M (1999) Where do interorganizational networks come from?, The American Journal of Sociology 104(5): 14391491.Google Scholar
Hockley, C (2002) Silent hell: Workplace violence and bullying, Peacock Publications, Norwood SA.Google Scholar
Hoel, H, Einarsen, S and Cooper, C (2003) Organizational effects of bullying, in Einarson, SHoel, H, Zapf, D and Cooper, C (Eds) Bullying and emotional abuse in the workplace: International perspectives in research and practice, pp 145161, Taylor and Francis, London.Google Scholar
Hutchinson, M, Vickers, MH, Jackson, D and Wilkes, L (2005) ‘I'm gonna do what I wanna do!’: Organizational change as a legitimized vehicle for bullies, Health Care Management Review 30(4): 331338.Google Scholar
Ibarra, H (1992) Structural alignments, individual strategies, and managerial action: Elements toward a network theory of getting things done, in Eccles, R G (Ed) Networks and organizations: Structure, form and action, pp 164188, Harvard Business School Press, Boston MA.Google Scholar
Johnson, P and Harris, D (2002) Qualitative and quantitative issues in research design, in Partington, D (Ed) Essential skills in management research, pp 99116, Sage, London.Google Scholar
Johnson, B and Turner, L (2003) Data collection strategies in mixed method research, in Teddie, C (Ed) Handbook of mixed methods in social and behavioural research, pp 297320, Sage, Thousand Oaks CA.Google Scholar
Jupp, VDavies, P and Francis, P (1999) The features of invisible of crime, in Jupp, V (Ed) Invisible crimes: their victims and regulation, pp 328, MacMillan, Hampshire UK.Google Scholar
Keel, RO (1999) Ethnomethodological perspective (on Crime and deviance), in Bryant, C (Ed) Encyclopedia of Criminology and Deviance, pp 148152, Taylor and Francis, London.Google Scholar
Kivimäki, M, Virtanen, M, Vartia, M, Elovainio, M, Vahtera, J and Keltikangas-Järvinen, L (2003) Workplace bullying and the risk of cardiovascular disease and depression, Occupational and Environmental Medicine 60: 779783.Google Scholar
Koch, T (1994) Establishing rigour in qualitative research: The decision trail, Journal of Advanced Nursing 19: 976986.Google Scholar
Leonard, F (1985) Clique formation in a regional health planning agency, Human Relations 38(9): 895911.Google Scholar
Leymann, H (1996) The content and development of mobbing at work, European Journal of Work and Organizational Psychology 5(2): 168184.Google Scholar
Lincoln, YS and Guba, EG (1985) Naturalistic inquiry, Sage, Beverly Hills CA.Google Scholar
Mac Lean, TL (2001) Thick as thieves: A social embeddedness model of rule breaking in organizations, Business and Society 40(2): 167197.Google Scholar
Mackenzie-Davey, K and Liefhooge, A (2003) Voice and power: A critical investigation of accounts of bullying in organizations, in Schenk, M (Ed) Communication research and media science in Europe, pp 180191, DeGruyter, Berlin.Google Scholar
Many Raab, J and Milward, HB (2003) Dark networks as problems, Journal of Public Administration Research and Theory 13(4): 413439.Google Scholar
McCarthy, P (1996) When the mask slips: Inappropriate coercion in organizations undergoing restructuring, in McCarthy, PSheehan, M and Wilkie, W (Eds) Bullying: From Backyard to Boardroom, pp 4765, Millennium Books, Beyond Bullying Association, Sydney.Google Scholar
McCarthy, PSheehan, M and Kearn, D (1995) Managerial styles and their effects on employees health and well-being in organizations undergoing restructuring, School of Organizational Behaviour and Human Resource Management, Faculty of Commerce and Administration, Griffith University, Brisbane QLD.Google Scholar
McMahon, G (1996) Bullying using organizational procedures, in McCarthy, PSheehan, M and Wilkie, W (Eds) Bullying: From Backyard to Boardroom, pp 5462, Millennium Books, Beyond Bullying Association, Sydney NSW.Google Scholar
Mikkelsen, EG and Einarsen, S (2002) Basic assumptions and symptoms of posttraumatic stress among victims of bullying at work, European Journal of Work and Organizational Psychology 11(1): 87111.Google Scholar
Miles, M and Hubermann, H (1994) Qualitative data analysis: An expanded sourcebook, Sage, Thousand Oaks CA.Google Scholar
Mintzberg, H (2003) The organization as a political arena, in Clegg, S (Ed) Central currents in organization studies, Volume 5: Political relations and arena both in and around organizations, pp 5069, Sage, London.Google Scholar
Nohria, N (1992) Is a network perspective a useful way of studying organizations?, in Eccles, R (Ed) Networks and organizations: Structure, form and action, pp 153, Harvard Business School Press, Boston MA.Google Scholar
O'Leary-Kelly, AM, Griffin, RW and Glew, DJ (1996) Organization-motivated aggression: A research framework, Academy of Management Review 21(1): 225253.Google Scholar
Prasad, A and Prasad, P (1998) Everyday struggles at the workplace: The nature and implications of routine resistance in contemporary organizations, in Sonnestohl, WJ (Ed) Research in the sociology of organizations: Deviance in and of organizations, pp 225255, JAI, Stamford CT.Google Scholar
Probert, B (1999) Mothers in the labour force: A step forward and two back? Family Matters 54: 6064.Google Scholar
Quine, L (1999) Workplace bullying in NHS community trust: Staff questionnaire survey, British Medical Journal 318: 228232.Google Scholar
Quine, L (2002) Workplace bullying in junior doctors in the UK, British Medical Journal 354: 878879.Google Scholar
Randle, J (2003) Changes in self-esteem during a 3-year pre-registration Diploma in Higher Education (Nursing) programme, Journal of Clinical Nursing 12(1): 142143.Google Scholar
Rayner, C and Cooper, C (1997) Workplace bullying: Myth or reality – can we afford to ignore it? Leadership and Organization Development Journal 18(4): 211214.Google Scholar
Reeves, M (2000) Suppressed, forced out and fired: How successful women lose their jobs, Quorum Books, Westport CT.Google Scholar
Richards, L (1999) Using NVivo in qualitative research, Sage, London.Google Scholar
Robinson, SL and O'Leary-Kelly, AM (1998) Monkey see, monkey do: The influence of work groups on the antisocial behavior of employees, Academy of Management Journal 41(6): 658671.Google Scholar
Sagie, AStashevsky, S and Koslowsky, M (2003) Introduction: Misbehaviour in organizations, in Koslowsky, M (Ed) Misbehaviour and dysfunctional attitudes in organizations, pp 112, Palgrave Macmillan, Hampshire UK.Google Scholar
Salin, D (2003) Ways of explaining workplace bullying: A review of enabling, motivating, and precipitating structures and processes in the work environment, Human Relations 56(10): 12131232.Google Scholar
Tolbert, PS and Zucker, LG (1996) The institutionalisation of institutional theory, in Nord, WR (Ed) Handbook of organization studies, Sage, London.Google Scholar
Van den Heuval, A (1993) When roles overlap: Workers with family responsibilities, Australian Institute of Family Studies, Melbourne VIC.Google Scholar
Van Manen, M (1990) Researching lived experience: Human science for an action sensitive pedagogy, New York State University Press, New York.Google Scholar
Vardi, Y and Weitz, E (2003) Personal and positional antecedents of organizational misbehaviour, in Koslowsky, M (Ed) Misbehaviour and dysfunctional attitudes in organizations, pp 165184, Palgrave Macmillan, Hampshire UK.Google Scholar
Vardi, Y and Weitz, E (2004) Misbehaviour in organizations: Theory, research and management, Lawrence Erlbaum, Hillsdale NJ.Google Scholar
Vickers, MH (2002) Bullying as unacknowledged organizational evil: A researcher's story, Employee Responsibilities and Rights Journal 13(4): 207217.Google Scholar
Yamada, DC (2000) The phenomenon of ‘workplace bullying’ and the need for statusblind hostile work environment protection, Georgetown Law Journal 88(3): 475536.Google Scholar
Zapf, D (1999) Organizational, work group related and personal causes of mobbing/bullying at work, International Journal of Manpower 20(1/2): 7085.Google Scholar
Zapf, D and Einarsen, S (2003) Individual antecedents of bullying: Victims and perpetrators, in Einarson, S, Hoel, H, Zapf, D and Cooper, C (Eds) Bullying and emotional abuse in the workplace: International perspectives in research and practice, pp 165184, Taylor and Francis, London.Google Scholar
Zauderer, DG (2002) Workplace incivility and the management of human capital: How to build a community where people feel included, welcomed, and work together with mutual respect to enhance individual and organizational productivity, The Public Manager 31(1): 3652.Google Scholar
Zellars, KLTepper, BJ and Duffy, MK (2002) Abusive supervision and subordinates organizational citizenship behaviour, Journal of Applied Psychology 87(6): 10681076.Google Scholar