000			01840cam a2200277 4500500
005			20250121150156.0
041			_afre
042			_adc
100	1	0	_aDavadie, Philippe _eauthor
245	0	0	_aCultivating atypicality at the risk of deviance: The case of corporate security managers
260			_c2022.
500			_a7
520			_aSecurity managers like to present themselves as having an unusual profile in the company, thus raising many questions: How to manage them, integrate them, and maintain the cohesion of the company? Their missions are unusual in relation to the company’s business. They manage a team that is often small and are often unfamiliar with the company’s codes when they arrive. They are themselves atypical and they do not translate their practices into processes. All these elements can lead to deviations, then illegitimacy, and ultimately to the rejection of security. How then can we avoid the normalization of deviance? The resolution of this new dilemma facing security practitioners—should they remain atypical or try to integrate into the company?—will condition the shift toward a normalization of deviance. Becoming aware of the dual nature of one’s profession will make it possible to reserve atypicality only for situations that deserve it, without endangering security or the company.
690			_asecurity
690			_adeviance
690			_aatypical
690			_aunusual
690			_adeviance normalization
690			_asecurity
690			_adeviance
690			_anon typical
690			_aunusual
690			_adeviance normalization
786	0		_nVie & sciences de l'entreprise | o 214-215 | 2 | 2022-11-23 | p. 272-286 | 2262-5321
856	4	1	_uhttps://shs.cairn.info/journal-vie-et-sciences-de-l-entreprise-2022-2-page-272?lang=en&redirect-ssocas=7080
999			_c593040 _d593040