Tempered Radicals: How People Use Difference to Inspire Change at Work

By Debra E. Meyerson. 2001

249 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/9eb912ee32b8cc4fc1098f999dafc8eed89ad832

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Citations in the corpus

Speaking Up, Remaining Silent: The Dynamics of Voice and Silence in Organizations (2003, background): “Creed draws upon the notion of tempered radicals, defined as individuals who wish to be effective contributing members of an organization, yet hold identities or values that are in some way at odds with the dominant organizational culture (Meyerson, 2001).”
Misfits, Mavericks and Mainstreams: Drivers of Innovation in the Creative Industries (2011, background): “Thus conventional novices are conformers on the periphery; while mainstreamers are conventional but in the core; mavericks or ‘tempered radicals’ (Meyerson, 2001) are the core but are deviant in their relationship to conventions; while outsiders are both deviant and peripheral.”
Understanding The Dual Nature of Ambivalence: Why and When Ambivalence Leads to Good and Bad Outcomes (2017, unknown): “Emotional arousal and alertness Fong 2006; Meyerson, 2001; Plambeck & Weber, 2009; Pratt & Barnett, 1997; Rees, Rothman, Lehavy & Sanchez Burks, 2013; Rothman & Melwani, In Press 1.”
And the Award for Best Actor Goes to…: Facades of Conformity in Organizational Settings (2003, background): “Meyerson’s qualitative work on tempered radicals (Meyerson, 2001; Meyerson & Scully, 1985) describes the experience of individuals whose values conflict with those of the majority in an organizational setting.”
Voice, silence, and diversity in 21st century organizations: strategies for inclusion of gay, lesbian, bisexual, and transgender employees (2011, background): “This resonates with the notion of GLBT workers as “tempered radicals” (Meyerson, 2001), workers who subscribe to often unstated radical plans for positive social change and whose radicalism is curbed only by organizational norms.”
Ambivalence in Organizations: A Multilevel Approach (2014, background): “Furthermore, by choosing to accept the opposition, the actor transforms what may have been outside his or her control—such as opposing norms—into something that is experienced as more controllable (Harrist 2006, Meyerson 2001).”
Changing Faces: Professional Image Construction In Diverse Organizational Settings (2005, background): “An encoun ter is a focused interpersonal interaction that has a specified beginning and end (Creed & Scully, 2000; Goffman, 1961; Meyerson, 2001).”