Learning to Contradict and Standing Up for the Company: An Exploration of the Relationship Between Organizational Dissent, Organizational Assimilation, and Organizational Reputation

Abstract

This study explored relationships between organizational assimilation, organizational reputation, and organizational dissent. Survey data collection using standard instruments was conducted with a sample of employees drawn from three countries (the United States, the United Kingdom, and Australia). Analysis revealed that the expression of dissent to management and to coworkers was significantly and positively correlated with both organizational assimilation and organizational reputation. In particular, findings suggest that employees who reported being more socialized within their respective organizations also expressed more dissent to managers and to coworkers. Similarly, employees who reported perceiving their organizations as more ethical and reputable were more likely to express dissent to managers and coworkers. Additional analyses indicated that the relationships identified between variables were immune to the effects of organizational tenure and national culture. In particular, the results show that organizational assimilation is a key determinant of organizational dissent and that organizational reputation is a key reason that employees express it.