Understanding Feral IT Practices as Deviance

Abstract

In this chapter, the authors discuss the concept of feral IT practices, which are defined as work practices of employees who use information technologies in ways that deviate from organizational norms. Such practices are in the main conducted beyond the control and/or knowledge of organizational IT management. The authors argue that feral practices can be looked at from many different perspectives, and thus may sometimes be viewed as innovative and beneficial for organizations, as opposed to being regarded as risky and potentially detrimental to the organization. However, such a view of feral practices is relatively under-theorized at present, and a challenge for researchers is to develop knowledge of how an organization can benefit from this unsanctioned innovation, while protecting itself through adequately managing the risks to which they may be exposed through these feral practices. Merton’s Theory of Anomie provides deeper insights into the phenomenon of non-compliance, and in this chapter, the authors aim to explore how the concept of deviance (non-compliance) can usefully be applied to offer new insights into the phenomenon of feral practices. A conceptual framework based on Merton’s theory is proposed that suggests that feral IT practices may arise from structural strain that inhibits the ability of an individual or group to achieve their goals and objectives. The organizational structure factors contributing to structural strain are discussed. The chapter concludes with a discussion of the potential contribution of Merton’s theory to understanding and ultimately managing feral practices in organizations such that risks are minimized and benefits maximized.