Abstract
The purpose of this study was to explore the degree to which individual differences, in general, and aggressive communication traits, in particular, influenced employees'dissent strategy selections. Employees completed self-report instruments describing their levels of verbal aggressiveness, argumentativeness, and how they chose to express dissent concerning organizational practices and policies. Results indicated that argumentativeness, verbal aggressiveness, and organizational position predicted articulated and latent dissent use. Results also indicated that individual differences did not predict the use of displaced dissent.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 100-115 |
| Number of pages | 16 |
| Journal | Management Communication Quarterly |
| Volume | 13 |
| Issue number | 1 |
| DOIs | |
| State | Published - 1999 |
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ASJC Scopus subject areas
- Strategy and Management
- Communication
Cite this
Examining the relationship between organizational dissent and aggressive communication. / Kassing, Jeffrey; Avtgis, Theodore A.
In: Management Communication Quarterly, Vol. 13, No. 1, 1999, p. 100-115.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Examining the relationship between organizational dissent and aggressive communication
AU - Kassing, Jeffrey
AU - Avtgis, Theodore A.
PY - 1999
Y1 - 1999
N2 - The purpose of this study was to explore the degree to which individual differences, in general, and aggressive communication traits, in particular, influenced employees'dissent strategy selections. Employees completed self-report instruments describing their levels of verbal aggressiveness, argumentativeness, and how they chose to express dissent concerning organizational practices and policies. Results indicated that argumentativeness, verbal aggressiveness, and organizational position predicted articulated and latent dissent use. Results also indicated that individual differences did not predict the use of displaced dissent.
AB - The purpose of this study was to explore the degree to which individual differences, in general, and aggressive communication traits, in particular, influenced employees'dissent strategy selections. Employees completed self-report instruments describing their levels of verbal aggressiveness, argumentativeness, and how they chose to express dissent concerning organizational practices and policies. Results indicated that argumentativeness, verbal aggressiveness, and organizational position predicted articulated and latent dissent use. Results also indicated that individual differences did not predict the use of displaced dissent.
UR - http://www.scopus.com/inward/record.url?scp=0037713432&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=0037713432&partnerID=8YFLogxK
U2 - 10.1177/0893318999131004
DO - 10.1177/0893318999131004
M3 - Article
AN - SCOPUS:0037713432
VL - 13
SP - 100
EP - 115
JO - Management Communication Quarterly
JF - Management Communication Quarterly
SN - 0893-3189
IS - 1
ER -