Örgütsel muhalefetin öncelleri ve sonuçları üzerine bilişim sektöründe nitel bir araştırma

This study aims to reveal the experiences of employees in the workplace in terms of organizational dissent. In this context, firstly, it was planned to identify the dissent-triggering events and the factors that influence employees' dissent expressions. The expressions of dissent to whom, why, and how were determined and the responses of the audiences were identified. Lastly, individual and organizational level outcomes of organizational dissent were examined and the relationship of the process of dissent behavior with future dissent behavior was sought to uncover. To get a comprehensive approach related to organizational dissent, qualitative methodology with a semi-structured in-depth interview technique was adopted. The sample of this study consists of 20 participants who hold various professions in different IT sector-based organizations in İstanbul. The number of organizational dissent cases collected from the sample is 22. According to the study results, dissent triggering events were documented as; management issues (top management policy, employment, resources, restructuring), supervisor-related issues (employee treatment, competence), and task issues (work processes, multitasking). Factors influencing employees' dissent expressions were determined as; dissenter characteristics (need for autonomy, need for recognition, internal locus of control, sense of powerlessness, organizational commitment, work goals, work experiences), organizational characteristics (participative work environment, institutional structuring, lack of innovativeness), audience characteristics (age/tenure/experience, common goals, threat of retaliation), and relational characteristics (quality of the relationship, team support). It became clear that employees in IT organizations shared their disagreement directly and openly. The ways of dissent expressions displayed by employees were determined as; direct factual appeal, solution presentation, circumvention, coalition building, venting, repetition, and the threat of resignation. Based on the dissent cases, it has been found that employees will exhibit strategic dissent behaviors in case the same or similar issues are encountered in the future. In terms of developing strategic dissent behaviors, need for autonomy, internal locus of control, extraversion, work goals and values, participative work environment, work security, transparent organizational climate, managers' receptiveness and responsiveness on dissent expression, and finding quick solutions appeared as critical.