This study examines the evolution of research on deviance and its implications for management, particularly in the context of contemporary ethical challenges. Employing a historical perspective, the authors identify a significant shift in the epistemological paradigm concerning organizational deviance and its impact on organizational governance. The research traces the progression from approaches seeking to eradicate deviance as a societal threat, to those recognizing its necessity for organizational survival. The study highlights the convergence of two contrasting schools of thought: the Taylorist approach advocating strict rule adherence, and contemporary occupational psychology and organizational sociology perspectives acknowledging the impossibility of absolute compliance. The authors propose a nuanced approach to deviance, emphasizing its management rather than reduction or promotion, to foster normativity and organizational vitality. The research critically examines the key issues surrounding this paradigm shift, addressing critiques of norm imposition. It further explores the operationalization of this new paradigm in management practice, focusing on the emerging concept of "positive deviance" that aligns with hypernorms while allowing for organizational flexibility. This study contributes to the evolving understanding of deviance in organizational contexts and its strategic management implications