An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why*

By Frances J. Milliken, E. W. Morrison, Patricia Faison Hewlin. 2003

1,571 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0144b42a31004b9acfad66a323eac3ae51461d49

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

When Voice Matters (2015, background): “Milliken, Morrison, and Hewlin (2003) identified how negative social and relational consequences of voice lead to employee silence.”
Employee-oriented HRM and voice behavior: a moderated mediation model of moral identity and trust in management (2018, background): “Given the potential personal risks associated with voice, employees often need to make a calculated decision about whether to take the risk before speaking up (Milliken et al., 2003).”
Social networks and employee voice: The influence of team members' and team leaders' social network positions on employee voice (2016, background): “These cues from leaders about their lack of openness or willingness to act are likely to reduce central employees’ actual voice behavior even if they have valuable suggestions to offer (Detert & Edmondson, 2011; Milliken et al., 2003).”
Implicit Voice Theories: Taken-for-Granted Rules of Self-Censorship at Work (2011, background): “, 1997), or prior experiences at work suggesting that speaking up leads to negative social or career consequences (Dutton et al., 1997; Milliken et al., 2003).”
Revisiting How and When Perceived Organizational Support Enhances Taking Charge (2015, background): “Such issues have been found to be among those that employees express when they contemplate whether or not to speak up in general (Milliken et al., 2003).”
Authoritarian leadership and employee creativity: The moderating role of psychological capital and the mediating role of fear and defensive silence (2018, background): “Although a general concept of silence has already been discussed in the literature (Milliken et al., 2003; Morrison, 2011), only a few studies have directly examined this fear-based form of silence (Brinsfield, 2013; Kish-Gephart, Detert, Treviño, & Edmondson, 2009).”
Antecedents and consequences of organisational silence: an empirical investigation (2005, background): “ubiquitous and expected in organisations, there is little empirical evidence in the literature aimed at defining it, analysing it and coping with it ( Milliken et al. , 2003”
Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination (2012, background): “…among their colleagues, they are also more likely to infer that they have access to resources and opportunities needed to effectively voice and be heard, especially as a lack of status is a common deterrent to speaking up (Dutton et al., 1997; Milliken et al., 2003; Morrison & Milliken, 2000).”
Employee Voice Behavior: Integration and Directions for Future Research (2011, background): “Yet research has shown that employees are often reluctant to speak up, both to those in positions of authority and to their teammates, when they have potentially important information to share (Milliken, Morrison, & Hewlin, 2003 ; Perlow & Williams, 2003 ; Pinder & Harlos, 2001 ).”
Are all good soldier behaviors the same? Supporting multidimensionality of organizational citizenship behaviors based on rewards and roles (2010, background): “For instance, taking charge aims to improve organizational procedures and as a result may benefit other individuals indirectly, but in the short term may be viewed as interpersonally disruptive owing to its change-oriented nature (Milliken et al., 2003).”
The Social Consequences of Voice: An Examination of Voice Type and Gender on Status and Subsequent Leader Emergence (2017, methodology): “Employees are also likely to consider the social consequences of voice and incorporate potential peer reactions into their decision to speak up (Milliken et al., 2003), particularly if they work in a team or group setting where The authors would like to thank Amy Colbert and three anonymous reviewer”
Overcoming dysfunctional momentum: Organizational safety as a social achievement (2009, background): “Previous research suggests that individuals refrain from speaking up because they fear negative social consequences (Milliken et al., 2003; Pinder & Harlos, 2001) or because the organizational climate is not safe (Edmondson, 1999).”