Speak! Paradoxical Effects of a Managerial Culture of ‘Speaking Up’

Cunha, MPE; Simpson, AV; Clegg, SR; Rego, A

Speak! Paradoxical Effects of a Managerial Culture of ‘Speaking Up’

Cunha, MPE Simpson, AV

Clegg, SR

Rego, A

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Publication Type:: Journal Article
Citation:: British Journal of Management, 2019, 30 (4), pp. 829 - 846
Issue Date:: 2019-10-01

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Field	Value	Language
dc.contributor.author	Cunha, MPE	en_US
dc.contributor.author	Simpson, AV https://orcid.org/0000-0002-7768-328X	en_US
dc.contributor.author	Clegg, SR https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	Rego, A	en_US
dc.date.available	2020-05-25T19:18:13Z
dc.date.issued	2019-10-01	en_US
dc.identifier.citation	British Journal of Management, 2019, 30 (4), pp. 829 - 846	en_US
dc.identifier.issn	1045-3172	en_US
dc.identifier.uri	http://hdl.handle.net/10453/122995
dc.description.abstract	© 2018 British Academy of Management We explore the intrinsic ambiguity of speaking up in a multinational healthcare subsidiary. A culture change initiative, emphasizing learning and agility through encouraging employees to speak up, gave rise to paradoxical effects. Some employees interpreted a managerial tool for improving effectiveness as an invitation to raise challenging points of difference rather than as something ‘beneficial for the organization’. We show that the process of introducing a culture that aims to encourage employees to speak up can produce tensions and contradictions that make various types of organizational paradoxes salient. Telling people to ‘speak up!’ may render paradoxical tensions salient and even foster a sense of low PsySafe.	en_US
dc.relation.ispartof	British Journal of Management	en_US
dc.relation.isbasedon	10.1111/1467-8551.12306	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Speak! Paradoxical Effects of a Managerial Culture of ‘Speaking Up’	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	30	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.issue	4	en_US
pubs.publication-status	Published	en_US
pubs.volume	30	en_US

Abstract:

© 2018 British Academy of Management We explore the intrinsic ambiguity of speaking up in a multinational healthcare subsidiary. A culture change initiative, emphasizing learning and agility through encouraging employees to speak up, gave rise to paradoxical effects. Some employees interpreted a managerial tool for improving effectiveness as an invitation to raise challenging points of difference rather than as something ‘beneficial for the organization’. We show that the process of introducing a culture that aims to encourage employees to speak up can produce tensions and contradictions that make various types of organizational paradoxes salient. Telling people to ‘speak up!’ may render paradoxical tensions salient and even foster a sense of low PsySafe.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/122995