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Sep 2026

Confronting Organizational Indifference to Truth: A Strategic Framework for Managing Workplace Bullshit

Organizations increasingly face a crisis of communication integrity characterized by statements made without regard for truth—a phenomenon known as workplace bullshit. Unlike deliberate deception, bullshit reflects fundamental indifference to factual accuracy, with bullshitters prioritizing agenda advancement over vera...

Jonathan H. Westover · 0 citations
Open access Oct 2026

Freezing Out: The Silent Dismantling of Workplace Trust Through Deliberate Exclusion

Workplace ostracism—the deliberate withholding of information, resources, access, and social support from targeted employees—represents one of the most insidious forms of managerial misconduct in contemporary organizations. Often described colloquially as "freezing out," this behavior circumvents legitimate performance...

Jonathan H. Westover · 0 citations
Sep 2026

From human error to system error: exposing systemic gaslighting in modern organisations

This paper develops the idea of systemic gaslighting as a way of explaining why organisations keep blaming individuals for failures that clearly grow out of systems, structures and politics (Reason, 1997; Tourish, 2019). The paper is a conceptual, critical synthesis. It brings together work on organisational...

Gerard Bruijl · 0 citations
Sep 2026

The Strategic Imperative of Psychological Safety: Why High-Performing Organizations Cultivate Dissent

Organizations increasingly recognize that sustainable competitive advantage stems not from consensus, but from the productive harnessing of cognitive diversity and constructive dissent. This article examines the evidence linking psychological safety—defined as a shared belief that interpersonal risk-taking is welcomed—...

Jonathan H. Westover · 0 citations
Oct 2026

Beyond the Whole: How Configurational Thinking and Causal Core-Periphery Theory Reshape Organizational Strategy

Organizational typologies—such as those developed by Miles and Snow, Porter, and Mintzberg—have long served as foundational frameworks for strategic decision-making and organizational design. Yet practitioners and scholars often treat these typologies as indivisible wholes, overlooking the possibility that not all elem...

Jonathan H. Westover · 0 citations
Open access Oct 2026

Strategic overconfidence as an organisational capability and liability

Strategic management has reached opposite conclusions about executive overconfidence. One body of work links it to inflated acquisition premiums, escalating commitment and misreporting; another to innovation, market entry and venture persistence. The field has reconciled these findings by adding moderators, which prese...

Tobias Nakamura, Ingrid Solberg, Owen Kirkwood · 0 citations

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