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Conceptualizations of mental load argue that marginalized employees may experience heightened mental load demands in the workplace (Sanders, 1979). Using the theories of facework, frontstage, and backstage performance (Goffman, 1978), we examine how workplace interactions may constrain or enable the performance of an LGBTQ+ identity in the workplace. We interviewed 35 U.S.-based LGBTQ+ employees to understand how mental load pressures shape identity presentation choices. Data were thematically analyzed using an iterative process based on principles of grounded theory. Two themes emerged: the Captive, or negative face threats, that LGBTQ+ employees described (including subthemes of professionalism and feelings of inescapability) and Adaptive strategies promoting negative face (including subthemes of making choices where possible, identity artifacts selections, and use of strategic ambiguity). Both captive and adaptive aspects of facework are considered for potential impact on increasing employee mental load.

26:T4b2,

This qualitative investigation explored the anticipatory socialization phase of volunteers in the missionary program of the Church of Jesus Christ of Latter-day Saints, a full-life organization. Constant comparative analysis revealed that participants experienced three phases of organizational identification within their anticipatory socialization phase: exposure, exploration, and engagement. In the exposure phase, participants were presented with socializing messages that taught participants the rules, expectations, and values of the organization. In this phase, participants accepted the organizational identity largely without reservation. In the exploration phase, participants questioned their organizational identity and explored alternative, varied, and competing identities. In this phase, participants pushed their organizational identity to the periphery of their social identity. Finally, in the engagement phase, participants recentered their organizational identity and committed to their membership in the organization. Identifying these phases assists organizations and individuals in understanding and developing organizational engagement.

27:T511,

In this paper, we adopt a Communication as Constitutive of Organizations (CCO) perspective to investigate how organizations implementing Open Strategy initiatives maintain openness and closure in tension by attending to a plurality of voices and their diversity (polyphony), while at the same time speaking in one strategic voice (monophony). Based on the Kiabi case, we explore what we name the voice dilemma by focusing on the way