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Organizations and their effectiveness-2016/Key concept definitions
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=== Russ === Voice, as defined in Albert O. Hirschman's book, Exit, Voice, and Loyalty (attached), is one of two options people (e.g., employees, customers, citizens) have in response to the declining performance of their organizations (e.g., employers, firms, states). In contrast to the other option, exit, in which a person dissolves his or her relationship with the organization, voice is an attempt to repair the relationship through criticism and feedback. Voice is potentially more informative for organizations because it gives reasons for declining performance, whereas exit is just an indicator. The book focuses on (among other things) determining when exit or voice is most likely to be used (e.g., when options for exit are higher, voice is likely lower; when people have loyalty to the organization, voice is likely higher). As an interesting bit of context, the book was written while Hirschman was a fellow at CASBS: "This is an unpremeditated book. It has its origin in an observation on rail transport in Nigeria which occupied a paragraph in my previous book, reproduced here at the start of Chapter 4. One critic objected to that paragraph because, as he charitably expressed himself, 'there must be a lot of assumptions hidden there somewhere.' After a while I decided to pursue these assumptions into their hiding places and was soon on an absorbing expedition which lasted the full year that I had planned to spend in leisurely meditation at the Center for Advanced Study in the Behavioral Sciences...The Center provided a particularly favorable environment for this sort of project. I made ample use of the 'right to buttonhole' the other Fellows which is, I believe, an essential part of the oral tradition at the Center. My intellectual debts to those who spent the year with me are generally acknowledged in footnote references. Special gratitude is owed to Gabriel Almond who contributed important critical points while being permanently supportive of my enterprise; to a comment by Richard Lowenthal that led me to write Chapter 6; and to Tjalling Koopmans 'who helped sharpen some of the technical arguments, as did Robert Wilson of the Stanford Business School."
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