Pub Date : 2024-04-05DOI: 10.1177/08933189241245133
Elizabeth M. Minei, Sally O. Hastings, Simone Warren
Conceptualizations of mental load argue that marginalized employees may experience heightened mental load demands in the workplace (Sanders, 1979). Using the theories of facework, frontstage, and backstage performance (Goffman, 1978), we examine how workplace interactions may constrain or enable the performance of an LGBTQ+ identity in the workplace. We interviewed 35 U.S.-based LGBTQ+ employees to understand how mental load pressures shape identity presentation choices. Data were thematically analyzed using an iterative process based on principles of grounded theory. Two themes emerged: the Captive, or negative face threats, that LGBTQ+ employees described (including subthemes of professionalism and feelings of inescapability) and Adaptive strategies promoting negative face (including subthemes of making choices where possible, identity artifacts selections, and use of strategic ambiguity). Both captive and adaptive aspects of facework are considered for potential impact on increasing employee mental load.
{"title":"The LGBTQ+ Employee Mental Load Dilemma: Captive Identity and Adaptive Responses","authors":"Elizabeth M. Minei, Sally O. Hastings, Simone Warren","doi":"10.1177/08933189241245133","DOIUrl":"https://doi.org/10.1177/08933189241245133","url":null,"abstract":"Conceptualizations of mental load argue that marginalized employees may experience heightened mental load demands in the workplace (Sanders, 1979). Using the theories of facework, frontstage, and backstage performance (Goffman, 1978), we examine how workplace interactions may constrain or enable the performance of an LGBTQ+ identity in the workplace. We interviewed 35 U.S.-based LGBTQ+ employees to understand how mental load pressures shape identity presentation choices. Data were thematically analyzed using an iterative process based on principles of grounded theory. Two themes emerged: the Captive, or negative face threats, that LGBTQ+ employees described (including subthemes of professionalism and feelings of inescapability) and Adaptive strategies promoting negative face (including subthemes of making choices where possible, identity artifacts selections, and use of strategic ambiguity). Both captive and adaptive aspects of facework are considered for potential impact on increasing employee mental load.","PeriodicalId":47743,"journal":{"name":"Management Communication Quarterly","volume":null,"pages":null},"PeriodicalIF":2.5,"publicationDate":"2024-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140579228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-22DOI: 10.1177/08933189241240960
Iccha Basnyat
{"title":"Book Review: Organizing at the Margins: Theorizing Organizations of Struggle in the Global South","authors":"Iccha Basnyat","doi":"10.1177/08933189241240960","DOIUrl":"https://doi.org/10.1177/08933189241240960","url":null,"abstract":"","PeriodicalId":47743,"journal":{"name":"Management Communication Quarterly","volume":null,"pages":null},"PeriodicalIF":2.5,"publicationDate":"2024-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140196589","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-22DOI: 10.1177/08933189241241226
Katherine R. Cooper, Rong Wang, Jack L. Harris, Joshua Paul Miles, Michelle Shumate
Background: Conveners are crucial in coordinating interorganizational partnerships, particularly purpose-oriented networks. However, their roles may shift from initially recruiting organizational partners to overseeing and sustaining a network through periods of change. Extensive research has focused extensively on these early stages of the interorganizational venture, but less scholarship has focused on how conveners respond to critical changes over time and the implications of convener actions in sustaining resilient networks.Purpose: This research explores the convener’s role in purpose-oriented network formation and change management and offers implications for creating resilient purpose-oriented networks.Research Design: The study conducts qualitative analysis of interviews conducted with cross-sector, purpose-oriented networks at two points in time to explore how conveners organize networks and respond to change.Study Sample: This study draws on two waves of interview data collected from the conveners of 26 cross-sector collaborative networks focused on education reform in the United States.Data Collection and/or Analysis: Interviews with conveners of 26 networks were analyzed through attribute and provisional coding to study the network’s composition and activity, perceptions of the problem and reasons for network. A second round of interviews was later collected and analyzed to explore what changes emerged after a network’s initial convening and how conveners responded to those changes through provisional and magnitude coding.Results: Findings reveal different magnitudes of change experienced by the networks (e.g., incremental, radical, and in-between) that influenced convener responses to those changes. Additionally, networks were found to have two founding orientations: problem- and solution-oriented. Networks founded with a problem orientation were more resilient than those founded with a solution orientation, partly because of the repertoire of activities in which their conveners engaged.Conclusions: Conveners play a critical role both in founding purpose-oriented networks and in leading them through change. This study suggests the concept of founding orientations to explore the different frames purpose-oriented networks may adopt and offer insights as to how those orientations influence network reactions to change. Findings pertaining to founding orientation, network change, and convener response offer theoretical and practical implications for building resilient networks.
{"title":"Leading Resilient, Purpose-Oriented Networks Through Change","authors":"Katherine R. Cooper, Rong Wang, Jack L. Harris, Joshua Paul Miles, Michelle Shumate","doi":"10.1177/08933189241241226","DOIUrl":"https://doi.org/10.1177/08933189241241226","url":null,"abstract":"Background: Conveners are crucial in coordinating interorganizational partnerships, particularly purpose-oriented networks. However, their roles may shift from initially recruiting organizational partners to overseeing and sustaining a network through periods of change. Extensive research has focused extensively on these early stages of the interorganizational venture, but less scholarship has focused on how conveners respond to critical changes over time and the implications of convener actions in sustaining resilient networks.Purpose: This research explores the convener’s role in purpose-oriented network formation and change management and offers implications for creating resilient purpose-oriented networks.Research Design: The study conducts qualitative analysis of interviews conducted with cross-sector, purpose-oriented networks at two points in time to explore how conveners organize networks and respond to change.Study Sample: This study draws on two waves of interview data collected from the conveners of 26 cross-sector collaborative networks focused on education reform in the United States.Data Collection and/or Analysis: Interviews with conveners of 26 networks were analyzed through attribute and provisional coding to study the network’s composition and activity, perceptions of the problem and reasons for network. A second round of interviews was later collected and analyzed to explore what changes emerged after a network’s initial convening and how conveners responded to those changes through provisional and magnitude coding.Results: Findings reveal different magnitudes of change experienced by the networks (e.g., incremental, radical, and in-between) that influenced convener responses to those changes. Additionally, networks were found to have two founding orientations: problem- and solution-oriented. Networks founded with a problem orientation were more resilient than those founded with a solution orientation, partly because of the repertoire of activities in which their conveners engaged.Conclusions: Conveners play a critical role both in founding purpose-oriented networks and in leading them through change. This study suggests the concept of founding orientations to explore the different frames purpose-oriented networks may adopt and offer insights as to how those orientations influence network reactions to change. Findings pertaining to founding orientation, network change, and convener response offer theoretical and practical implications for building resilient networks.","PeriodicalId":47743,"journal":{"name":"Management Communication Quarterly","volume":null,"pages":null},"PeriodicalIF":2.5,"publicationDate":"2024-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140196484","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-13DOI: 10.1177/08933189241239185
Yoori Yang, Cynthia Stohl
Background: The differences between NGO networks for two distinct types of CSR practices are underexplored: convergent CSR, which pertains to the global standards embraced by both the local and global institutions, and divergent CSR, which is framed primarily by local economic, political and social conditions.Purpose: Grounded in institutional and network theory, the study explores the significance of three forms of network centrality in different types of CSR (convergent/divergent) and varying modes of interaction (collaborative/adversarial) across global versus local NGOs in South Korea, a state-led market economy.Research Design: The study conducts network analyses and descriptive analysis of NGOs’ collaborative and adversarial networks with corporations, in relation to their engagement in convergent and divergent CSR.Study Sample: The NGO/corporate network dataset consisted of 2073 nodes and 4158 edges (ties). The sample of CSR practices consisted of a total of 8715 instances of convergent CSR practices and 396 instances of divergent CSR practices.Data Collection and/or Analysis: A total of 260 reports from 52 South Korean corporations and a total of 430 reports from 78 NGOs in South Korea were used to develop a corpus of corporate/NGO network dataset (collaborative and adversarial) and the dataset of the type of CSR practices they engaged in (convergent/divergent). Then degree, eigenvector and betweenness centralities of the 78 NGOs were computed within the NGO-corporate network. The relationships between the three centralities and CSR types (convergent/divergent) were found through standard regression analyses and descriptive analyses.Results: The findings suggest that when engaging in convergent CSR, as opposed to divergent CSR, NGOs would benefit the most from developing collaborative ties to central others in their NGO-corporate network (eigenvector centrality). A descriptive analysis of the findings suggests that adversarial divergent CSR practices are primarily reported by a potentially isolated group of local NGOs.Conclusions: CSR practices develop in multiple forms within a national institution, rather than simply converging with the universal norms. They form under the communicative pressures of different types of global and local institutional actors, through different network positions (centralities) and nature of relationships (collaborative and adversarial).
{"title":"Convergent and Divergent Corporate Social Responsibility in South Korea: Collaborative and Adversarial NGO-Corporate Networks","authors":"Yoori Yang, Cynthia Stohl","doi":"10.1177/08933189241239185","DOIUrl":"https://doi.org/10.1177/08933189241239185","url":null,"abstract":"Background: The differences between NGO networks for two distinct types of CSR practices are underexplored: convergent CSR, which pertains to the global standards embraced by both the local and global institutions, and divergent CSR, which is framed primarily by local economic, political and social conditions.Purpose: Grounded in institutional and network theory, the study explores the significance of three forms of network centrality in different types of CSR (convergent/divergent) and varying modes of interaction (collaborative/adversarial) across global versus local NGOs in South Korea, a state-led market economy.Research Design: The study conducts network analyses and descriptive analysis of NGOs’ collaborative and adversarial networks with corporations, in relation to their engagement in convergent and divergent CSR.Study Sample: The NGO/corporate network dataset consisted of 2073 nodes and 4158 edges (ties). The sample of CSR practices consisted of a total of 8715 instances of convergent CSR practices and 396 instances of divergent CSR practices.Data Collection and/or Analysis: A total of 260 reports from 52 South Korean corporations and a total of 430 reports from 78 NGOs in South Korea were used to develop a corpus of corporate/NGO network dataset (collaborative and adversarial) and the dataset of the type of CSR practices they engaged in (convergent/divergent). Then degree, eigenvector and betweenness centralities of the 78 NGOs were computed within the NGO-corporate network. The relationships between the three centralities and CSR types (convergent/divergent) were found through standard regression analyses and descriptive analyses.Results: The findings suggest that when engaging in convergent CSR, as opposed to divergent CSR, NGOs would benefit the most from developing collaborative ties to central others in their NGO-corporate network (eigenvector centrality). A descriptive analysis of the findings suggests that adversarial divergent CSR practices are primarily reported by a potentially isolated group of local NGOs.Conclusions: CSR practices develop in multiple forms within a national institution, rather than simply converging with the universal norms. They form under the communicative pressures of different types of global and local institutional actors, through different network positions (centralities) and nature of relationships (collaborative and adversarial).","PeriodicalId":47743,"journal":{"name":"Management Communication Quarterly","volume":null,"pages":null},"PeriodicalIF":2.5,"publicationDate":"2024-03-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140149013","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-11DOI: 10.1177/08933189241239175
Sean C. Kenney
This multi-site qualitative research study utilizes a queer theoretical framework to analyze norms and normativity in organizational diversity work. The findings suggest that diversity work contributes to an ontological bifurcation of the individual and organization that foregrounds the individual and casts the organization to the background as an accessory to personal development. To understand how this ontological bifurcation emerges, the analysis traces three metaphors as focal points of norm inquiry related to diversity work – journey, container, and table – and considers them alongside the practices of training, data collection, and positional leadership. The persistent bifurcation of organization and individual helps to reinstate the very inequities that diversity work seeks to address, suggesting to both scholars and practitioners the need for a more durable disruption of the status quo in diversity work.
{"title":"Kaleidoscopic Inquiries: Queering Approaches to Organizational Diversity Work","authors":"Sean C. Kenney","doi":"10.1177/08933189241239175","DOIUrl":"https://doi.org/10.1177/08933189241239175","url":null,"abstract":"This multi-site qualitative research study utilizes a queer theoretical framework to analyze norms and normativity in organizational diversity work. The findings suggest that diversity work contributes to an ontological bifurcation of the individual and organization that foregrounds the individual and casts the organization to the background as an accessory to personal development. To understand how this ontological bifurcation emerges, the analysis traces three metaphors as focal points of norm inquiry related to diversity work – journey, container, and table – and considers them alongside the practices of training, data collection, and positional leadership. The persistent bifurcation of organization and individual helps to reinstate the very inequities that diversity work seeks to address, suggesting to both scholars and practitioners the need for a more durable disruption of the status quo in diversity work.","PeriodicalId":47743,"journal":{"name":"Management Communication Quarterly","volume":null,"pages":null},"PeriodicalIF":2.5,"publicationDate":"2024-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140107758","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-11DOI: 10.1177/08933189241239183
Ryan S. Bisel, Rebecca J. Greer, R. Ryan Beaty, Egbe Okpaireh
Imagined interactions (IIs) are conversational daydreams communicators can use to envision how interactions might unfold prospectively or how they might have unfolded differently in retrospect. In this study, imagined interactions with the boss (IIB) were investigated alongside employees’ upward dissent and silence. Analyses of survey responses from U.S. working adults ( N = 322) revealed that three functions (rehearsal, relationship management, and compensation) and three characteristics (frequency, proactivity, and specificity) of IIB were associated with various upward dissent or defensive silence strategies. The general pattern of findings indicated that when employees reported rehearsal or relationship management IIB, they tended to select communicatively-competent dissent strategies (e.g., prosocial dissent). The study is the first of its kind to associate IIB with upward dissent selection. Implications for theory and practice conclude the paper.
{"title":"Imagined Interactions With the Boss: Upward Dissent and Defensive Silence in Organizations","authors":"Ryan S. Bisel, Rebecca J. Greer, R. Ryan Beaty, Egbe Okpaireh","doi":"10.1177/08933189241239183","DOIUrl":"https://doi.org/10.1177/08933189241239183","url":null,"abstract":"Imagined interactions (IIs) are conversational daydreams communicators can use to envision how interactions might unfold prospectively or how they might have unfolded differently in retrospect. In this study, imagined interactions with the boss (IIB) were investigated alongside employees’ upward dissent and silence. Analyses of survey responses from U.S. working adults ( N = 322) revealed that three functions (rehearsal, relationship management, and compensation) and three characteristics (frequency, proactivity, and specificity) of IIB were associated with various upward dissent or defensive silence strategies. The general pattern of findings indicated that when employees reported rehearsal or relationship management IIB, they tended to select communicatively-competent dissent strategies (e.g., prosocial dissent). The study is the first of its kind to associate IIB with upward dissent selection. Implications for theory and practice conclude the paper.","PeriodicalId":47743,"journal":{"name":"Management Communication Quarterly","volume":null,"pages":null},"PeriodicalIF":2.5,"publicationDate":"2024-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140107929","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-14DOI: 10.1177/08933189241233760
Rina Juwita
{"title":"Book Review: Current Trends and Issues in Internal Communication: Theory and Practice (New Perspectives in Organizational Communication)","authors":"Rina Juwita","doi":"10.1177/08933189241233760","DOIUrl":"https://doi.org/10.1177/08933189241233760","url":null,"abstract":"","PeriodicalId":47743,"journal":{"name":"Management Communication Quarterly","volume":null,"pages":null},"PeriodicalIF":2.5,"publicationDate":"2024-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139777119","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-14DOI: 10.1177/08933189241233603
T. Milburn
{"title":"Book Review: Culture 2.0: The Intersection of National and Organizational Culture and Unruly Speech: Displacement and the Politics of Transgression","authors":"T. Milburn","doi":"10.1177/08933189241233603","DOIUrl":"https://doi.org/10.1177/08933189241233603","url":null,"abstract":"","PeriodicalId":47743,"journal":{"name":"Management Communication Quarterly","volume":null,"pages":null},"PeriodicalIF":2.5,"publicationDate":"2024-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139839531","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-14DOI: 10.1177/08933189241233603
T. Milburn
{"title":"Book Review: Culture 2.0: The Intersection of National and Organizational Culture and Unruly Speech: Displacement and the Politics of Transgression","authors":"T. Milburn","doi":"10.1177/08933189241233603","DOIUrl":"https://doi.org/10.1177/08933189241233603","url":null,"abstract":"","PeriodicalId":47743,"journal":{"name":"Management Communication Quarterly","volume":null,"pages":null},"PeriodicalIF":2.5,"publicationDate":"2024-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139779513","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-01-27DOI: 10.1177/08933189241227943
Iga Maria Lehman, Janne Tienari, Ken Hyland, Audrey Alejandro
Following criticism about the quality of writing in management communication and organization studies, this Forum presents arguments for change in how scholarly knowledge is communicated. The expectation today seems to be that, to get published, academic writing requires monologic and complex ways of expression. However, using formulaic and reader-exclusive language in publications limits their accessibility to a wider readership, including not only more diverse members of the disciplinary community—such as non-Anglophone scholars and junior researchers—but also those we study and write about. In our respective contributions, we argue for more meaningful communication between writers and readers achieved through writers adopting reflexive practices when crafting their texts for publication. Specifically, we suggest considering reflexivity through the following concepts: conformity and individuality, socialization, tenderness, and respect. These, we argue, help make our academic writing more accessible and meaningful.
{"title":"Forum: The Case for Reflexive Writing Practices in Management Communication and Organization Studies","authors":"Iga Maria Lehman, Janne Tienari, Ken Hyland, Audrey Alejandro","doi":"10.1177/08933189241227943","DOIUrl":"https://doi.org/10.1177/08933189241227943","url":null,"abstract":"Following criticism about the quality of writing in management communication and organization studies, this Forum presents arguments for change in how scholarly knowledge is communicated. The expectation today seems to be that, to get published, academic writing requires monologic and complex ways of expression. However, using formulaic and reader-exclusive language in publications limits their accessibility to a wider readership, including not only more diverse members of the disciplinary community—such as non-Anglophone scholars and junior researchers—but also those we study and write about. In our respective contributions, we argue for more meaningful communication between writers and readers achieved through writers adopting reflexive practices when crafting their texts for publication. Specifically, we suggest considering reflexivity through the following concepts: conformity and individuality, socialization, tenderness, and respect. These, we argue, help make our academic writing more accessible and meaningful.","PeriodicalId":47743,"journal":{"name":"Management Communication Quarterly","volume":null,"pages":null},"PeriodicalIF":2.5,"publicationDate":"2024-01-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139953297","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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