Consent is fundamental to organizational behavior. Employees enter into various agreements with and make numerous commitments to their employers. For example, employees may agree to implement emerging technology, meet specific deadlines, or take on certain responsibilities. Importantly, when an employee agrees to something, it doesn’t mean they experience their agreement as consensual. Although organizational scholars have traditionally examined the divergence between agreement and consent in terms of legal liability, I argue that we must expand beyond this sole focus as it neglects critical psychological and organizational implications underpinning the experience and interpretation of consent. That is, by solely focusing on questions, such as, “Will monitoring an employee’s computer or biometrics constitute an illegal violation of privacy?” we overlook equally important questions, such as, “Will monitoring an employee’s computer or biometrics feel to them like a violation of privacy?” Although the former question focuses on legal liability and the latter on subjective experience or psychology, both questions address the nature of consent and have important implications for organizations. In my dissertation, I focus on the latter—the subjective experience of consent. First, I examine differences between perceived and experienced consent in organizational contexts—specifically, the aspect of consent that reflects how informed consenters feel. I theorize people tasked with soliciting consent overestimate the extent to which consenters feel fully informed of what they are agreeing to and thus feel they have truly consented. I provide support for these predictions across 13 pre-registered studies (N=6,889), with 5 presented in the Supplemental Online Materials (SOM; Supplemental Studies 1–4) that establish causal and mediation evidence, downstream consequences, and real-world relevance. I then focus on the solicitation of consent. I distinguish consent from compliance by examining an intervention to solicit genuine consent rather than mere compliance. Focusing on the aspect of consent that reflects how voluntary consenters feel, I assess how to structure requests that enable respondents’ genuine voluntary choices. I theorize providing an explicit phrase to decline a request helps override implicit scripts and norms of politeness dictating compliance, leading individuals to feel more comfortable refusing, which makes agreement feel more voluntary. I provide support for this prediction across two pre-registered experimental lab studies (N=535).