Disliked practices

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In recent years, the concept of organizational practices has gained traction in organization studies, emphasizing actual activities over standardized routines. This work explores a neglected category: disliked practices within organizations. Through an empirical study of three German companies, the author uncovers how the ongoing engagement with disliked practices creates a disconnect between practitioners and their actions. This challenges the prevailing view in literature that practices are inherently positive and assumes practitioners' consent. From the inductive findings, a Theory of Disliked Practices is developed, detailing the nature, evolution, and detrimental effects of these practices on both individuals and organizational effectiveness. The book targets researchers, lecturers, students, and those interested in organization studies, industrial-organizational psychology, and sociology. Its findings have significant implications for practice theory and methodology, while the theoretical model offers a foundation for future research. Additionally, the insights provided will be valuable for managers and consultants aiming to enhance employee well-being and improve overall organizational performance.