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Title: The arcade fire and other misdemeanours : organisational subcultures and employee misbehaviour in amusement arcades
Author: Chapman, Anya Lucy
ISNI:       0000 0004 2733 9477
Awarding Body: University of Liverpool
Current Institution: University of Liverpool
Date of Award: 2012
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This research study examines the nature of employee misbehaviour and organisational subcultures within the amusement arcade sector. There is a long academic history of researching misbehaviour at work and this study synthesises perspectives from organisational behaviour, industrial sociology and organisational misbehaviour. Each has strengths and weaknesses in understanding misbehaviour: organisational behaviour is strong on the importance of organisational change but is mostly focused on managing out misbehaviour and fails to engage in detail with the reasons for it. Industrial sociology has provided detailed ethnographic studies of misbehaviour and organisational subcultures but has failed to develop broader theory to understand and explain misbehaviour.r-A" more recent approach, organisational misbehaviour, seeks to provide .. a unified definition of, and approach to, misbehaviour and considers reasons Jor- such behaviour but there are few empirical studies within this perspective. This study, therefore, incorporates aspects of each approach in order to understand the full range of activities that constitute misbehaviour and the formation of workplace subcultures. This study focuses on amusement arcades, a distinctive but previously neglected sector of the tourism/leisure industry. It makes particular reference to the importance of organisational culture and organisational change in understanding misbehaviour and the formation of organisational subcultures. It does this through an ethnographic study of employees at two arcades: one ('Seacade') was a traditional family-run seaside arcade that was undergoing a major organisational change. The second (,Multitain') was a modern Family Entertainment Centre, a relatively young organisation with a stable organisational culture. The analysis starts by developing a profile of employees, noting an internal labour market with clear differentiation between core and peripheral employees. There were differences between the two arcades in terms of employee satisfaction and loyalty to the organisation which was attributed to different organisational cultures. The thesis then goes on to look at the full range of activities that constitute misbehaviour. At Seacade there was widespread misbehaviour and the discussion focussed on the full range of activities involved. This misbehaviour was sufficiently organised to be defined as an organisational subculture. At Multitain there was far less misbehaviour due to a radically' different organisational culture and almost no evidence of group misbehaviour. The analysis seeks to identify the full range of factors that produce misbehaviour and argues that there is strong evidence for misbehaviour being organisationally produced. Particular attention was paid to the organisational subculture at Seacade which demonstrated norms and values that were substantially at odds with the organisation's 'official' culture. At both sites there were also individual factors, external to the organisation that influenced misbehaviour.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available