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Breaking the Chain of Command: Making Sense of Employee Circumvention

^* To whom correspondence should be addressed. E-mail: jkassing{at}asu.edu.

	Abstract

This study explores how employees accounted for their engagement in circumvention (i.e., dissenting by going around or above one’s supervisor). Employees completed a survey instrument in which they provided a dissent account detailing a time when they chose to practice circumvention. Results indicated that employees accounted for circumvention through supervisor inaction, supervisor performance, and supervisor indiscretion. In addition, findings revealed how employees framed circumvention in ways that enhanced the severity and principled nature of the issues about which they chose to dissent.

First published on March 27, 2009, doi:10.1177/0021943609333521

Journal of Business Communication 2009;46:311.

A more recent version of this article appeared on July 1, 2009


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