Wednesday, 24 July 2013

Dissenters, Managers, and Coworkers: The Process of Co-Constructing Organizational Dissent and Dissent Effectiveness

an article by Johny T. Garner (Texas Christian University, Fort Worth, USA) published in Management Communication Quarterly Volume 27 Number 3 (August 2013)


Previous research on organisational dissent has explored a number of issues, but that research has been overly focused on the dissenter while neglecting the active role of others in co-constructing dissent.

That line of scholarship has also tended to examine dissent expressions in isolation rather than exploring how previous experiences shape present expectations.

This essay redefines dissent to situate interaction centrally and to focus on dissent interactions over time as a process rather than a one-time event. The success or failure of dissent is conceptualised as part of that process. Such a perspective reveals nuances by including the stories and discourses that are told as part of and in addition to an initial dissent conversation.

A case study demonstrates how this reconceptualisation of dissent recognises the primary importance of interaction in constituting organisations and advances process theory by explicating the value such a perspective adds to this context.

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