Tempered Radicals in Manufacturing: Invisible Champions of Inclusion

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aut.relation.endpage1178
aut.relation.issue6
aut.relation.journalJournal of Management and Organization
aut.relation.startpage1157
aut.relation.volume29
dc.contributor.authorGriffiths, Chris
dc.contributor.authorPio, Edwina
dc.contributor.authorMcGhee, Peter
dc.date.accessioned2024-03-18T23:07:03Z
dc.date.available2024-03-18T23:07:03Z
dc.date.issued2022-07-21
dc.description.abstractThe tempered radical enjoys their work and is committed to their organisation. Yet, something important to them, like their values or identity, makes them feel different from their workplace's dominant culture. This sense of difference, and their tempered approach to radical change, allow them to work unnoticed in organisations as invisible champions of inclusion. This study examines how tempered radicals use their abilities as change agents to foster inclusion. It takes advantage of manufacturing industries' highly collaborative, richly diverse and rapidly changing employment environment. Drawing participants from all organisational levels demonstrates the broad influence of the tempered radical. Twenty-four qualitative interviews were conducted using a narrative inquiry methodology and interpreted through thematic analysis. This study builds on current theory and makes a valuable contribution by proposing a framework to illustrate the key characteristics of the tempered radical incorporating inclusion in the workplace.
dc.identifier.citationJournal of Management and Organization, ISSN: 1833-3672 (Print); 1839-3527 (Online), Cambridge University Press, 29(6), 1157-1178. doi: 10.1017/jmo.2022.59
dc.identifier.doi10.1017/jmo.2022.59
dc.identifier.issn1833-3672
dc.identifier.issn1839-3527
dc.identifier.urihttp://hdl.handle.net/10292/17338
dc.languageEnglish
dc.publisherCambridge University Press
dc.relation.urihttps://www.cambridge.org/core/journals/journal-of-management-and-organization/article/tempered-radicals-in-manufacturing-invisible-champions-of-inclusion/61264F30E12D47AC41EF6BA3F084D706
dc.rightsCopyright © The Author(s), 2022. Published by Cambridge University Press in association with Australian and New Zealand Academy of Management. This is an Open Access article, distributed under the terms of the Creative Commons Attribution licence (https://creativecommons.org/licenses/by/4.0/), which permits unrestricted re-use, distribution, and reproduction in any medium, provided the original work is properly cited.
dc.rights.accessrightsOpenAccess
dc.rights.urihttps://creativecommons.org/licenses/by/4.0/
dc.subjectDiversity
dc.subjectInclusion
dc.subjectManufacturing
dc.subjectOrganisation
dc.subjectTempered Radical
dc.subject35 Commerce, Management, Tourism and Services
dc.subject3507 Strategy, Management and Organisational Behaviour
dc.subject1303 Specialist Studies in Education
dc.subject1503 Business and Management
dc.subject1505 Marketing
dc.subject3505 Human resources and industrial relations
dc.subject3507 Strategy, management and organisational behaviour
dc.titleTempered Radicals in Manufacturing: Invisible Champions of Inclusion
dc.typeJournal Article
pubs.elements-id460212
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