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Breaking Silence: Tactical Choices Women Managers Make in Speaking Up About Gender‐Equity Issues

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  • Sandy Kristin Piderit
  • Susan J. Ashford

Abstract

ABSTRACT This study examines female managers’ assessments of how to speak up about the treatment of women in their organizations. Qualitative data from 172 women provide an in‐depth look at their theories about the right way to sell this issue. In addition, inductive exploration of the tactics chosen by 985 other women to address gender‐equity concerns yields four clusters of issue‐selling tactics for this issue. We draw from these two complementary analyses to suggest implications for the future study and practice of issue selling, and for shaping organizational cultures to support gender equity.

Suggested Citation

  • Sandy Kristin Piderit & Susan J. Ashford, 2003. "Breaking Silence: Tactical Choices Women Managers Make in Speaking Up About Gender‐Equity Issues," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1477-1502, September.
    • Handle: RePEc:bla:jomstd:v:40:y:2003:i:6:p:1477-1502
    DOI: 10.1111/1467-6486.00388
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    References listed on IDEAS

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    1. Kathleen Cannings & Claude Montmarquette, 1991. "Managerial Momentum: A Simultaneous Model of the Career Progress of Male and Female Managers," ILR Review, Cornell University, ILR School, vol. 44(2), pages 212-228, January.
    2. Jane E. Dutton & Susan J. Ashford & Katherine A. Lawrence & Kathi Miner-Rubino, 2002. "Red Light, Green Light: Making Sense of the Organizational Context for Issue Selling," Organization Science, INFORMS, vol. 13(4), pages 355-369, August.
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    2. Parke, Michael R. & Tangirala, Subrahmaniam & Sanaria, Apurva & Ekkirala, Srinivas, 2022. "How strategic silence enables employee voice to be valued and rewarded," Organizational Behavior and Human Decision Processes, Elsevier, vol. 173(C).
    3. van den Oever, Koen, 2017. "Uncharted waters : A behavioral approach to when, why and which organizational changes are adopted," Other publications TiSEM 0136c8c2-ecdd-4f82-8ca7-d, Tilburg University, School of Economics and Management.
    4. Ghouri, Arsalan Mujahid & Akhtar, Pervaiz & Shahbaz, Muhammad & Shabbir, Haseeb, 2019. "Affective organizational commitment in global strategic partnerships: The role of individual-level microfoundations and social change," Technological Forecasting and Social Change, Elsevier, vol. 146(C), pages 320-330.
    5. Moczulska Marta & Winkler Renata, 2018. "The “Burden” of Knowledge: Unwanted Knowledge in Management – The Perspective of Individual and Organizational Level," Management Sciences. Nauki o Zarządzaniu, Sciendo, vol. 23(1), pages 37-44, March.
    6. Eddy S. Ng & Greg J. Sears, 2020. "Walking the Talk on Diversity: CEO Beliefs, Moral Values, and the Implementation of Workplace Diversity Practices," Journal of Business Ethics, Springer, vol. 164(3), pages 437-450, July.
    7. Elisa Alt & Justin B. Craig, 2016. "Selling Issues with Solutions: Igniting Social Intrapreneurship in for-Profit Organizations," Journal of Management Studies, Wiley Blackwell, vol. 53(5), pages 794-820, July.

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