Learning to Contradict and Standing Up for the Company: An Exploration of the Relationship Between Organizational Dissent, Organizational Assimilation, and Organizational Reputation (original) (raw)
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This study investigated the relationship between organizational assimilation and the three types of employee dissent (i.e., upward, lateral, displaced). Participants were 186 full-time employees who completed a brief online self-report survey. Results of the study revealed that all seven dimensions of organizational assimilation (i.e., familiarity with coworkers, familiarity with supervisors, acculturation, recognition, involvement, job competency, role negotiation) were related positively to upward dissent, while two dimensions of assimilation (i.e., acculturation, involvement) were related negatively to lateral dissent. No significant relationships existed between the dimensions of organizational assimilation and displaced dissent.
2021
In this study, along with organizational culture, organizational dissent which becomes more important in terms of national and international literature in recent years is discussed. This study aims to answer the question of how organizational dissent perception is shaped within the context of organizational culture. In this study, in which quantitative research methods were used, a questionnaire was applied to 211 white-collar private sector employees working in companies in the organized industrial zone in Duzce, Turkey. In the SPSS program, correlation analysis was carried out and the data were subjected to multiple regression in the AMOS program by path analysis. As a result of the path analysis, it was determined that the clan culture, which is one of the sub-dimensions of organizational culture, has a negative effect on the questioning and latent dissent from the sub-dimensions of the organizational dissent. While the culture of adhocracy has a positive effect on the constructive articulated dissent, the hierarchy culture has a negative effect on the constructive articulated dissent and positive effect on latent dissent. These results are expected to demonstrate the importance of organizational dissent in organizational culture for employees and businesses and contribute to the development of the literature.
Consider This: A Comparison of Factors Contributing to Employees' Expressions of Dissent
Communication Quarterly, 2008
In this study, full-time employees were surveyed to determine the degree to which different considerations factored into their decisions to express upward or lateral dissent. Employees rated considerations similarly when reportedly dissenting to either supervisors or coworkers, with organizational climate and organizational attachment considerations being comparatively stronger than concerns associated with being perceived as adversarial and experiencing retaliation. A comparison across types of dissent revealed that organizational climate, organizational attachment, and adversarial perception=retaliation were more important considerations when employees expressed upward versus lateral dissent. Additionally, results suggested no significant differences in the way management and non-management employees weighed considerations when expressing dissent.
Employees' awareness of their impact on corporate reputation
Journal of Business Research, 2011
Corporate reputation is critical for cultivating stakeholder relationships and, specifically, for regaining public trust. Corporate reputation results from the firm's interactions with stakeholders, emphasizing the important role employees play in reputation management. However, employees are not necessarily aware of, or prepared for, this extra-role assignment, indicating a gap in research and a managerial challenge. The purpose of the present article is to identify how employees' awareness of their impact on their employers' reputation is influenced by pride, job satisfaction, affective commitment, and perceived corporate reputation. An online survey of employees working for firms ranked in Fortune's America's Most Admired Companies Index provides empirical evidence. The findings underline the prominent effect pride in membership has regarding employees' awareness of their impact on corporate reputation. Study findings further deliver insights into opportunities and risks for managers who wish to use internal reputation building strategies to enhance corporate reputation.
Factors Affecting Employee’s Awareness of Their Impact on Corporate Reputation
Jurnal Ekonomi dan Bisnis, 2017
This study examines factors that affect employees’ awareness of their impact on corporate reputation (AICR). We distribute our questionnaire to 161 employees of Indonesian state-owned enterprises (SOEs) as our sample. Our main findings show that both perceived corporate reputation (PCR) and affective commitment positively affect AICR with PCR exhibits the greatest effect. It then can be concluded that building a good corporate reputation is the most effective way to increase employees’ AICR.AbstrakPenelitian ini mengkaji faktor-faktor yang memengaruhi kesadaran karyawan bahwa tindakan mereka dapat memengaruhi reputasi perusahaan yang bergerak di bidang pelayanan milik pemerintah Indonesia. 161 kuesioner dianalisis menggunakan metode penelitian kuantitatif. Temuan utamanya adalah bahwa kesadaran karyawan bahwa tindakan mereka dapat memengaruhi reputasi perusahaan dipengaruhi secara langsung oleh seberapa bagus persepsi karyawan terhadap reputasi perusahaan tersebut dan komitmen afekt...
Frontiers in Psychology, 2024
Introduction: In today's interconnected world, fostering a culture of constructive dissent within organizations is more important than ever. Our study sheds light on how social capital-our networks and relationships-affects employees' ability to express dissent. This study aims to empirically examine whether organizational socialization has a mediating effect on the relationship between social capital and organizational dissent. Methods: We utilized surveys to collect data from participants. Quantitative data was collected from 240 employees within the textile in Türkiye. We used structural equation modeling through SmartPLS to test four hypotheses. Results: According to the results of the SEM, social capital positively affects organizational dissent. Similarly, social capital positively affects organizational socialization. The mediation level of organizational socialization is at the level of partial mediation on the relationship between social capital and organizational dissent. Based on the results, organizational socialization positively affects organizational dissent. Discussion: We contribute to the literature by extending social capital research by illustrating that employees' social relationships lead to organizational socialization and organizational dissent behavior at work. The results suggest that the ability of employees to show dissent behavior is conditioned by their social capital and mediated by organizational socialization. This research is particularly relevant in sectors with hierarchical structures, where encouraging voice and participation can lead to significant advancements.
Cultural selection and its influence on perceptions of reputation within organisations
2009
The capacity to identify, interpret, and prioritise environmental issues is critical in the management of corporate reputation. In spite of the significance of these abilities for corporate reputation management, there has been little effort to document and describe internal organizational influences on these capacities. Contrary to this state of affairs in the discipline of public relations, a long history of ethnographic research in cultural anthropology documents how sets of shared environmental perceptions can influence and moderate environmental factors in cultural populations (see for example, Durham, 1991 ). This study explores how cultural "frames of reference" derived from shared values and assumptions among organizational members influence organizational perceptions, and consequently, organizational actions. Specifically, this study explores how a central attribute of organizational culture--the property of cultural selection--influences perceptions of organizational reputation held by organizational members. Perceptions of reputation among organizational members are obvious drivers to both the nature of and rationale for organizational communication strategies and responses. These perceptions are the result of collective processes that synthesise (with varying degrees of consensus) member conceptualisations, interpretations, and representations of the environmental realities in which their organization operate. To explore how cultural selection influences member perceptions of organizational reputation, this study employs ethnographic research including 20 depth interviews and six months of organizational observation in the focal organization. We argue that while external indicators of organizational reputation are acknowledged by members as significant, the internal action of cultural selection is a far stronger influence on organizational action. Authors Bios: Kim A. Johnston (PhD in progress, MCom, BNurs ) is a lecturer in public relations at Queensland University of Technology in Brisbane, Australia and has more than 15 years' experience in senior public relations practice. Prior to entering academia in 2001, she managed a public relations unit in a major tertiary referral hospital, then moved into consultancy working in community engagement. Her research interests include organizational culture and its influence on communication strategy, corporate social responsibility, and community engagement. Abstract The capacity to identify, interpret, and prioritise environmental issues is critical in the management of corporate reputation. In spite of the significance of these abilities for corporate reputation management, there has been little effort to document and describe internal organizational influences on these capacities. Contrary to this state of affairs in the discipline of public relations, a long history of ethnographic research in cultural anthropology documents how sets of shared environmental perceptions can influence and moderate environmental factors in cultural populations (see for example, Durham, 1991 ). This study explores how cultural "frames of reference" derived from shared values and assumptions among organizational members influence organizational perceptions, and consequently, organizational actions. Specifically, this study explores how a central attribute of organizational culture--the property of cultural selection--influences perceptions of organizational reputation held by organizational members. Perceptions of reputation among organizational members are obvious drivers to both the nature of and rationale for organizational communication strategies and responses. These perceptions are the result of collective processes that synthesise (with varying degrees of consensus) member conceptualisations, interpretations, and representations of the environmental realities in which their organization operate. To explore how cultural selection influences member perceptions of organizational reputation, this study employs ethnographic research including 20 depth interviews and six months of organizational observation in the focal organization. We argue that while external indicators of organizational reputation are acknowledged by members as significant, the internal action of cultural selection is a far stronger influence on organizational action.
Ethical Climate and Organizational Dissent Insights from White-Collar Employees
Business Ethics and Leadership, 2024
Organizational dissent refers to employees’ expression of disagreement or opposing views on organizational policies and practices. Such dissent typically arises from employees’ contradictory opinions regarding company policies, procedures, and practices. An organization’s ethical climate reflecting employees’ shared perceptions regarding company policies, practices, and procedures can significantly influence how and when dissent is expressed. This study investigates the impact of ethical climate on organizational dissent by analyzing data from 356 white-collar employees across various industries in Istanbul, Turkey. Data were collected using convenience sampling and analyzed using SPSS statistics software program. Reliability, factor, correlation and regression analysis were performed on the obtained data, and hypothesis was tested. The findings reveal that specific dimensions of ethical climate distinctly shape dissent behaviors. The ‘laws and professional codes’ dimension, which emphasizes adherence to formal standards, is positively associated with constructive articulated dissent, where employees directly and openly express concerns. In contrast, the “personal morality” dimension negatively contributes to questioning articulated dissent, suggesting that high individual ethical standards may discourage critical questioning of organizational practices. Additionally, an ethical climate marked by “friendship” negatively contributes to displaced dissent, where employees are less likely to voice complaints to external parties or indirect channels. These insights offer valuable implications for managers seeking to create an ethical climate that fosters constructive dissent while minimizing potentially harmful forms of discontent, promoting a culture of openness and trust.
Corporate Reputation Review, 1999
In the resource-based view of the ®rm, corporate reputation can be considered an extremely important resource. The ®rm, besides having a corporate reputation, also participates at three other levels, from each of which reputational content can be transferred to the corporate level. These are: the individual level of the employee or agent, the collective level of the group or network to which the ®rm belongs and, ®nally, the level of the system in which the ®rm operates. Whether reputational content can in fact be easily transferred from one level to another, depends on a number of factors. Most signi®cant amongst these are the structure of the ®rm's environment at the dierent levels and how this is perceived by the ®rm's audience. This paper sets out to describe the transferability of reputation taking into account the perception and underlying psychological processes which vary with cultural dierences. The theoretical discussion leads to a number of research questions regarding the relationship between the likelihood of successful transference and the particular culture shared by the corporate audience.
Does organizational justice increase or decrease organizational dissent
Pressacademia, 2019
Purpose-This study aims to examine the effect of organizational justice on organizational dissent. Methodology-A quantitative research is conducted on white and blue color employees of large scale and medium sized firms operating in automotive industry in Bursa-Turkey. 105 employees, thorough face-to-face survey administration, filled out questionnaire forms. Convenience sampling method is used. Data obtained from those 105 questionnaires were analyzed through the SPSS statistical packet program. Findings-Research findings revealed the positive effects of procedural and distributive justice on upward organizational dissent, whilst the nonsignificant relation between interactional justice and upward organizational dissent. Analyses results also indicated the non-significant relations of procedural, distributive and interactional justice to latent organizational dissent. Conclusion-The finding of positive effect of procedural justice and distributive justice on dissent behavior, is consistent with the literature, which indicates that justice perceptions of managerial employees increased upward dissent behaviors. However, the finding of this research implying a non-significant effect of interactional justice on organizational justice is inconsistent with the literature, which indicates employees getting better relationship with their managers are more prone to upward dissent. In scope of this survey, employees' dissent behaviors are influenced by fairness of formal rules and procedures, and acquisitions rather than the fairness of managerial relationships. This distinctive result of this survey may stem from employees' distrust in relationship with their managers and their prioritization of formal procedures and concrete acquisitions rather than abstract relationships while evaluating the possible retaliations and results of their dissent.