Becoming the bystander : a cultural phenomenon
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Sexual harassment has been a continuous problem in the workplace. Previous research that postulates bystander intervention through an interpersonal lens need to be reevaluated. Critical-Interpretive assumptions about power and social interactions suggest there are deeper, more complex reasons for intervention/nonintervention. I argue that there are values and systems of meaning that are enacted in organizations that encourage or discourage bystander intervention. Furthermore, I argue that sexual harassment is an organizational cultural issue that explains how sexual harassment becomes normalized, and how these behaviors are sustained through nonintervention. This study used a phenomenological approach to capture the essence of the bystander experiences. Using interviews, this study explained bystander intervention by combining literature on organizational culture and Trans-MOC. From the data, three major themes emerged: fear, (dys)function, and organizational consequences.
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Ph. D.