This article provides an alternative lens for examining organizational deviance within the specific context of change, by drawing upon an interactionist approach. We focus specifically on labelling theory and argue that definitions of deviance can be constructed through social interaction regardless of the behaviour in which individuals engage. This study differs from current literature by shifting emphasis away from acts of norm-breaking and on to the social circumstances in which individuals might define others, or come to be defined, as deviant. The application of labelling theory can advance understanding of how individuals, within the context of organizational change, might come to be defined as deviant without changing their behaviour or engaging in specific norm violations. This approach also enables researchers to contribute to discussions surrounding the construction of organizational norms and explore whether these are developed and enforced by those in powerful positions on the basis of their own values and morals.

The literature on ambiguity reflects contradictory views on its value as a resource or a problem for organizational action. In this longitudinal empirical study of ambiguity about a strategic goal, we examined how strategic ambiguity is used as a discursive resource by different organizational constituents and how that is associated with collective action around the strategic goal. We found four rhetorical positions, each of which drew upon strategic ambiguity to construct the strategic goal differently according to whether the various constituents were asserting their own interests or accommodating wider organizational interests. However, we also found that the different constituents maintained these four rhetorical positions simultaneously over time, enabling them to shift between their own and other's interests rather than converging upon a common interest. These findings are used to develop a conceptual framework that explains how strategic ambiguity might serve as a resource for different organizational constituents to assert their own interests whilst also enabling collective organizational action, at least of a temporary nature.