[1][2] It can also describe a willful act of regulatory interference, for example when a corporation releases a compliant but inferior version of a product in response to new legislation.
A form of passive-aggressive behavior,[3] it is often associated with poor management-labor relationships, micromanagement, a generalized lack of confidence in leadership, and resistance to changes perceived as pointless, duplicative, dangerous, or otherwise undesirable.
[3] Fundamental to establishing malice is whether there is any financial or other remunerative incentive in acting contrary to good practice, as well as the likelihood of penalties and their severity for non-compliance, both of which mitigate the charge.
[3] Nevertheless, repercussions may follow, often indirectly, whether from the supervisor, co-workers possibly burdened by the consequences of malicious obedience, or others higher in the management structure.
[3] The definition becomes grey when countering motivations are introduced, such as complying with what may be construed as a wrong-headed directive with the intention of drawing attention to the consequence, as to highlight an inefficient procedure or the managerial inadequacies of a superior.