Abstract
Grounded in 120 one-on-one, semi-structured interviews with 40 full-time career firefighters across three rounds of interviews, 60 hours of non-participant observation, field notes, and archival documents as data sources, this longitudinal qualitative study develops process theory for loyalty tension management. The model helps explains how organizational members experience and manage loyalty tensions – an important case of right-vs-right ethical dilemmas – and the effects of members’ cognitive and behavioral strategies on substantive individual, interpersonal and organizational outcomes. My analysis suggests that members resort to two cognitive practices (preserve and evaluate) that influence their behavioral strategies (acquiesce, confront, and separate). And that their behavior is also impacted, indirectly, by individual (conflict avoidance and morality) and contextual (status, psychological safety, and relational proximity to target) moderators. Leadership’s response to members’ behavioral practices impacts their subsequent behavior, as do shifts in members’ loyalties.
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