Articulating, antagonizing, and displacing: A model of employee dissent

Research output: Contribution to journalArticle

110 Citations (Scopus)

Abstract

In this paper, I reconceptualize organizational dissent as the expression of disagreements and contradictory opinions that result from the experience of feeling apart from one's organization. Employees experience dissent when they recognize incongruence between actual and desired states of affairs. The theory of unobtrusive control (Tompkins & Cheney, 1985), the theory of independent-mindedness (Garden & Infante, 1987; Infante & Gorden, 1987), and the Exit-Voice-Loyalty model of employee responses to dissatisfaction (Hirschman, 1970) provide the framework for a model of employee dissent. The proposed model incorporates four elements: (a) triggering agent; (b) strategy selection influences; (c) strategy selection; and (d) expressed dissent. Examining variations in employees’ expressions of dissent may contribute to our understanding of employee involvement practices, democratic organizational structures, and employee empowerment efforts.

Original languageEnglish (US)
Pages (from-to)311-332
Number of pages22
JournalCommunication Studies
Volume48
Issue number4
DOIs
StatePublished - Jan 1 1997

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employee
Personnel
organizational structure
loyalty
Chemical elements
empowerment
experience
organization

ASJC Scopus subject areas

  • Communication

Cite this

Articulating, antagonizing, and displacing : A model of employee dissent. / Kassing, Jeffrey.

In: Communication Studies, Vol. 48, No. 4, 01.01.1997, p. 311-332.

Research output: Contribution to journalArticle

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