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

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Bibliographische Detailangaben
Beteiligte: Garner, Johny T.
In: Management Communication Quarterly, 27, 2013, 3, S. 373-395
veröffentlicht:
SAGE Publications
Medientyp: Artikel, E-Artikel

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Umfang: 373-395
ISSN: 1552-6798
0893-3189
DOI: 10.1177/0893318913488946
veröffentlicht in: Management Communication Quarterly
Sprache: Englisch
Schlagwörter:
Kollektion: SAGE Publications (CrossRef)
Inhaltsangabe

<jats:p> Previous research on organizational 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 conceptualized 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 reconceptualization of dissent recognizes the primary importance of interaction in constituting organizations and advances process theory by explicating the value such a perspective adds to this context. </jats:p>