This research was financially supported by a Royal Netherlands Academy of Sciences fellowship and a Netherlands Organization for Scientific Research grant (575-31.006) awarded to Carsten De Dreu, and a Netherlands Organization for Scientific Research grant (575-70-085) awarded to Nanne De Vries.
Minority Dissent in Organizations: Factors Influencing Willingness to Dissent1
Article first published online: 31 JUL 2006
Journal of Applied Social Psychology
Volume 30, Issue 12, pages 2451–2466, December 2000
How to Cite
de Dreu, C. K. W., de Vries, N. K., Franssen, H. and Altink, W. M. M. (2000), Minority Dissent in Organizations: Factors Influencing Willingness to Dissent. Journal of Applied Social Psychology, 30: 2451–2466. doi: 10.1111/j.1559-1816.2000.tb02445.x
- Issue published online: 31 JUL 2006
- Article first published online: 31 JUL 2006
Minority dissent disrupts stability but also stimulates individual creativity, the quality of group decision making, and organizational adaptiveness. It is argued that we know little about antecedents of minority dissent in organizations. To fill this void, managers (N= 108) were asked about their willingness to take up a minority position within their team or work unit. Results showed that willingness to dissent was predicted by the manager's extraversion, as well as by group factors, including possibility for communication, goal clarity, and past neglect of disagreements. Implications for theory and practice are discussed.