Hirschman's loyalty construct

Graham, Judith A.; Keeley, Michael

doi:10.1007/bf01385047

Cited by 56 publications

(42 citation statements)

References 19 publications

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“…Graham and Keeley (1992) argued employees make two choices about exit and voice. They reasoned exit and voice are conceptually distinct, but not mutually exclusive.…”

Section: Exit-voice-loyalty Model Of Dissatisfactionmentioning

confidence: 98%

Articulating, antagonizing, and displacing: A model of employee dissent

Kassing

1997

Communication Studies

224

333

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“…Graham and Keeley (1992) argued employees make two choices about exit and voice. They reasoned exit and voice are conceptually distinct, but not mutually exclusive.…”

Section: Exit-voice-loyalty Model Of Dissatisfactionmentioning

confidence: 98%

Articulating, antagonizing, and displacing: A model of employee dissent

Kassing

1997

Communication Studies

224

333

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“…If he is not loyal, then it is more likely that an exit tactic will be chosen. Paraphrasing Graham and Keeley (1992): 192, loyalty implies some sort of positive affective attachment that binds participants to a neighbourhood. Such an attachment discourages moving out of the neighbourhood, even when there are possibilities to do so.…”

Section: Voice Choice and Efficacymentioning

confidence: 99%

Voice, exit and efficacy: dealing with perceived neighbourhood decline without moving out

Land

Doff

2010

J Hous and the Built Environ

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Residents of deprived urban neighbourhoods with a changing population often experience an increase in insecurity. If they judge the change as decline, they are likely to become less satisfied with their residential situation and exhibit coping tactics. This paper combines Hirschman's Exit, Voice and Loyalty theory with insights on personal and collective efficacy drawn mainly from the work of Bandura and Sampson in order to describe and interpret three coping tactics: (partly) withdraw, accept and adapt, and show voice. Neighbourhood loyalty can partly explain why residents choose a particular tactic. This loyalty relates to residents' place attachment and local social ties, but can sometimes be more or less forced when it results from of a lack of possibilities to move away. Those who cannot or do not want to move tend to exit by withdrawing from places or people in the neighbourhood. Their coping tactics contribute to feelings of personal efficacy but might harm collective efficacy. Exit-based tactics are often accompanied by a high degree of distrust towards other residents and/or local formal institutions. The more residents deploy exit-based coping tactics and the higher the degree of distrust among residents, the higher the pressure on collective efficacy and social control mechanisms in the neighbourhood.

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“…Moderate levels of conflict can be constructive, stimulating wider discussion of ideas and resolving differences between members, ultimately building consensus. In this manner, organizations that permit dissent and have constructive methods for dealing with disagreements will be able to reach more lasting consensus than those organizations that either suppress differences to avoid conflict or are otherwise unable to achieve resolution (Graham & Keeley, 1992;Parker, 1993).…”

Section: Discussionmentioning

confidence: 98%