The link between organisational culture and transgressive behaviour

The #MeToo movement sparked a global awakening around transgressive behaviour. What began in 2017 as a response to misconduct in the American film industry has since led to widespread discussion and new measures across numerous sectors in the Netherlands. The world of sport, media organisations, healthcare institutions and the education sector have all faced reports of inappropriate behaviour, followed by intense media coverage, investigations, and a wave of disclosures via social media.

Despite this attention, a fundamental question is still not addressed enough: what does it mean when this kind of inappropriate behaviour is no longer an isolated event, but a structural part of daily life within an organisation? Such behaviour rarely occurs in a vacuum. What if it is recurring, silently accepted, and even normalised in everyday interactions?

In this feature, we examine how organisational culture helps sustain transgressive behaviour and what steps can be taken to change it. We focus on three key questions:

1. What is transgressive behaviour, and what forms can it take?

2. What are the warning signs, and how is the behaviour embedded in workplace culture?

3. What steps are needed to initiate meaningful cultural change?

Isolated incident or cultural symptom?

For organisations, it’s essential to ask whether inappropriate behaviour is a one-off event or part of a structural problem. The answer determines the required strategy for change. Behaviour becomes part of organisational culture when it is repeated, collectively enacted, and legitimised by shared beliefs — often reinforced by individuals or groups with formal or informal influence.

Transgressive behaviour may be confined to a specific department or team, but it can also be deeply embedded across the entire organisation. Often, it only comes to management’s attention when the issue is already severe and deeply rooted. At that stage, a few policy measures won’t be enough.

What makes this issue even more complex is that much of the behaviour goes unnoticed. Sexual misconduct, for instance, is rarely visible and can continue for years without intervention. This silence is often rooted in fear, shame, or powerlessness among employees, allowing the behaviour to persist unchecked.

Power and boundaries

Transgressive behaviour seldom arises by chance. It is often closely linked to power dynamics within the organisation. Perpetrators, victims, and bystanders all play a role, but it is particularly the imbalance of power that allows this behaviour to endure.

Culture isn’t what’s written down in policies — it’s what behaviour is actually tolerated. It’s important to note that not all transgressive behaviour experienced by employees is legally punishable. Only a small portion of cases fall under criminal law; most fall into a grey area. This concerns behaviour that violates social norms and values but is difficult to address legally. These norms can shift over time and vary between individuals or groups. This raises a key question: who defines the boundaries?

Silence and the role of bystanders

Victims of transgressive behaviour often remain silent. The reason is simple: fear of the consequences. When managers are involved or turn a blind eye, victims may fear retaliation or worsening treatment.

Bystanders — those who see or know what’s happening — rarely speak up either. This may be due to confusion about roles and responsibilities. Everyone waits for someone else to act, and nothing happens (see the Movisie report on tackling the Bystander Effect). Others may remain silent out of fear of becoming the next target themselves. This illustrates how deeply rooted the problem can be and how hard it is to change a culture. When leadership remains silent or looks the other way, that silence becomes the norm.

The numbers are stark

Transgressive behaviour is alarmingly widespread in the Netherlands. The 2024 Nationale Enquête Arbeidsomstandigheden (National Working Conditions Survey) reported that over 2.8 million people are affected by transgressive behaviour and discrimination. The result is significant personal suffering and serious damage to organisations through absenteeism, stress, and high staff turnover. This only strengthens the case for building a healthy, safe workplace culture.

The conditions that enable misconduct

Not all organisations are equally vulnerable to inappropriate behaviour. Contributing factors include high power distance {less open communication, fear of speaking up), closed teams (limited openness to outside feedback) and A large number of temporary workers (more vulnerable due to precarious job status). What these situations have in common is a breakdown in internal and external feedback mechanisms. That’s why it’s vital to assess cultural risk factors and tailor interventions to the underlying dynamics. Cultural change is complex and comes with challenges.

In this feature, we explore the principles and pitfalls of sustainable change, and how organisations can begin the long-term process of eliminating transgressive behaviour. It’s time to stop treating transgressive behaviour as an isolated incident and start addressing it as a cultural issue that demands deep, structural transformation.