The Dialectical Nature of Impression Management in Knowledge Work

The stage on which impressions are managed is no longer purely a physical one but is increasingly mediated by various communication technologies that offer different affordances. This study examines the interplay of media affordances, impression management, and dialectical tensions in relationships between managers and their subordinates. Based on 91 semi-structured interviews and observations from six project teams operating in the consumer health, insurance, and engineering industries located in Sweden and the United States, we identify and explore three sets of impression management tactics. Our analysis reveals that the actions of managers and subordinates were often in dialectical tension, playing out through multiple media in a tactic–countertactic dynamic that played an important role in shaping manager–subordinate relationships. We discuss how these tactics complement and extend theory on impression management, dialectical tensions, and media use in organizations.

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