Sabotage or the threat of sabotage is a central determinant of the balance of power in contemporary organizations. Throughout the history of industry and commerce, it has been used as a weapon by those with less formal power and has been practised and refined as an art of resistance. It has been discussed widely, but has been the subject of only a few comprehensive and sustained studies. Loose definitions of the concept predominate. It is defined here as deliberate action or inaction that is intended to damage, destroy or disrupt some aspect of the workplace environment, including the property, product, processes or reputation of the organization.

In contrast to the image of the 'mad saboteur', careful review of existing research leads to the conclusion that most acts of sabotage are highly symbolic, are restrained and selective, are the product of collective or even conspiratorial efforts, and are performed with technical sophistication. They tend to be deliberate and calculated rather than impulsive and careless.

Some level of workplace sabotage corresponds to the class-based organization of society and its associated distribution of advantages and disadvantages. This is compounded in effect due to issues of gender, race and ethnicity and other social barriers that exist. However, these macro conditions for sabotage do not fully explain its occurrence. It is also necessary to consider micro factors that manifest themselves in organizational and occupational settings, such as lack of control and exposure to systematic injustices. Simple desires for fun are sometimes considered as motives for destructive behaviour but such acts are not properly defined as sabotage.

The contemporary and future importance of sabotage are hard to deny. It is therefore time for theorists of organizational behaviour and management to make a sustained effort to understand it.

John M. Jermier & Walter Nord