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An Inductively Generated Typology and Process Model of Workplace Courage

Author

Listed:
  • Pauline Schilpzand

    (College of Business, Oregon State University, Corvallis, Oregon 97331)

  • David R. Hekman

    (Leeds School of Business, University of Colorado Boulder, Boulder, Colorado 80309)

  • Terence R. Mitchell

    (Foster School of Business, University of Washington, Seattle, Washington 98195)

Abstract

As a result of recent preventable corporate failures (e.g., Enron, WorldCom, Lehman Brothers, Fannie Mae), there is a growing desire to understand what might motivate employees to courageously detect and deflect organizational problems before they harm the entire organization. Based on 94 interviews we conducted with a wide variety of employees who witnessed or undertook courageous actions, we inductively developed a model using employees' accounts of the unfolding sequence of events. We learned that employees report engaging in courageous workplace actions when they feel responsible for dealing with a challenging situation such as a workplace error, an abuse of power, an ambiguous situation, or someone in need. We interpreted the stories of courage as suggesting that workplace courage may be a two-stage process, where actors first determine their level of personal responsibility to respond to the challenging situation and then determine the potential social costs of acting. Our model of the courageous workplace action appears to challenge the conventional wisdom of courage as being attributed to a person’s disposition, may enrich theories of intrinsic motivation, and may help clarify the role of cognition in courageous action. Our findings may also help to resolve some of the contradictory evidence regarding the antecedents of the many organizational constructs related to courage including whistle-blowing, voice, speaking up, taking charge, positive deviance, and organizational dissent.

Suggested Citation

  • Pauline Schilpzand & David R. Hekman & Terence R. Mitchell, 2015. "An Inductively Generated Typology and Process Model of Workplace Courage," Organization Science, INFORMS, vol. 26(1), pages 52-77, February.
    • Handle: RePEc:inm:ororsc:v:26:y:2015:i:1:p:52-77
    DOI: 10.1287/orsc.2014.0928
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    1. Clark, Daniel R. & Skousen, Bradley R., 2023. "Whistleblowing in entrepreneurial ventures," Journal of Business Venturing Insights, Elsevier, vol. 19(C).
    2. Ikhlas Hentati-Klila & Saida Dammak-Barkallah & Habib Affes, 2017. "Do auditors’ perceptions actually help fight against fraudulent practices? Evidence from Tunisia," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 21(3), pages 715-735, September.
    3. Sheldene Simola, 2018. "Fostering Collective Growth and Vitality Following Acts of Moral Courage: A General System, Relational Psychodynamic Perspective," Journal of Business Ethics, Springer, vol. 148(1), pages 169-182, March.
    4. Sheprow, Elizabeth & Harrison, Spencer H., 2022. "When regular meets remarkable: Awe as a link between routine work and meaningful self-narratives," Organizational Behavior and Human Decision Processes, Elsevier, vol. 170(C).
    5. Ernesto Noronha & Nidhi S. Bisht & Premilla D’Cruz, 2022. "From Fear to Courage: Indian Lesbians’ and Gays’ Quest for Inclusive Ethical Organizations," Journal of Business Ethics, Springer, vol. 177(4), pages 779-797, May.
    6. Cynthia Atamba & John Kipngetich Mosonik & David Stuckler & Lincoln Jisuvei Sungu & Cornelia Melinda Adi Santoso & Halima Habuba Mohamed, 2023. "Impact of Workplace Mistreatment on Employees’ Health and Well-Being in Chinese Firms: A Systematic Review," SAGE Open, , vol. 13(4), pages 21582440231, December.
    7. Drencheva, Andreana & Stephan, Ute & Patterson, Malcolm G. & Topakas, Anna, 2021. "Navigating interpersonal feedback seeking in social venturing: The roles of psychological distance and sensemaking," Journal of Business Venturing, Elsevier, vol. 36(4).

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