Beyond identity management: proactive strategies of LG employees against workplace heterosexism in China

Purpose This study investigates proactive change-oriented behaviors among lesbian and gay (LG) employees who confront workplace heterosexism (Study 1). By integrating institutional change theory and the theory of reasoned action, the research demonstrates that institutional contradictions – stemming from direct and indirect experiences of heterosexism – trigger intentions toward change. These intentions subsequently mediate the relationship between the institutional contradictions experienced and the employees’ proactive, change-oriented behaviors (Study 2). Design/methodology/approach Study 1 involved semi-structured interviews with 65 LG employees, followed by factor analyses conducted on two independent samples. In Study 2, the proposed hypotheses were further tested using a larger independent sample (N = 840). Findings Study 1 yielded a robust two-factor scale of change-oriented behaviors. Study 2 further confirmed that experiences of institutional contradictions related to direct and indirect heterosexism stimulate intentions to change, mediating the relationship between these contradictions and proactive behaviors. Moreover, continuance commitment moderates these effects by dampening change intentions in response to indirect heterosexism, while simultaneously enhancing overt voice behaviors when change intentions are present. Originality/value Departing from traditional identity management strategies, our research highlights the use of both overt voice and subtle change-oriented behaviors to challenge discriminatory practices. Additionally, our findings advance the understanding of micro-level institutional change processes and provide practical insights for fostering more inclusive workplace environments.