Strategic Dissent: Expressions of Organizational Dissent Motivated by Influence Goals

Abstract

Organizational dissent is important in promoting better decision-making and increasing employee commitment and satisfaction, yet expressing dissent can be risky in many organizations where disagreement is discouraged. This study proceeded from the perspective that employees dissent strategically and that the relationship between conversational goals and dissent messages is important in helping employees feel more satisfied at work and helping organizations better use employee feedback. Results showed that goals of getting advice and information were prevalent primary goals, suggesting that employees may often express dissent for sense-making reasons rather than to accomplish organizational change. The most common secondary goals reported were identity and conversation management. Further analyses indicated that goals were associated with specific messages. These results demonstrate the strategic nature of organizational dissent. The implications of this study also suggest dissent effectiveness cannot be judged solely by measuring whether or not frustrating circumstances change, but must also consider other potential goals for employee voice.