Abstract

This study aims at developing a theoretical model for workplace bullying using René Girard’s scapegoating framework. Despite the wide range of labels and related constructs present in workplace bullying literature, the explanation of the phenomenon is often studied under theoretical frameworks that do not always capture the nature of the concept. Indeed, the need to find instruments and tools to reduce or solve workplace bullying overshadowed conceptual and theoretical matters, leaving the concept undertheorized. By broadening the spectrum of social sciences beyond managerial and organizational studies, we propose to use René Girard’s scapegoating framework to shed new light on workplace bullying. The scapegoating framework allows us to understand better some collective and social dimensions of workplace bullying, catching relevant elements that characterize this phenomenon, also those that are less evident from organizational studies. In a Girardian sense, scapegoating is like a trap that every human society falls into, and many aspects of workplace bullying recall its mechanism. For Girard, a human group or society can fall into a spiral of reciprocal violence because of the mimetic desire mechanism, risking a conflict escalation: violence begets more violence, putting at risk the stability or even the existence of this group or society. Scapegoating is a way to overcome reciprocal violence by uniting against a single victim who cannot reciprocate this violence. This study also proposes a tentative way to escape this trap: positive mimesis and gift-giving.