Employee silence motives: Investigation of dimensionality and development of measures

By Chad T. Brinsfield. 2013

331 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/32e89f528ca111d68084b941c41b25d09504fe92

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Power Imbalance and Employee Silence: The Role of Abusive Leadership, Power Distance Orientation, and Perceived Organisational Politics (2018, unknown): “Brinsfield, C.T. (2013).”
How and When Compulsory Citizenship Behavior Leads to Employee Silence: A Moderated Mediation Model Based on Moral Disengagement and Supervisor–Subordinate Guanxi Views (2017, background): “Particularly, Brinsfield (2013) has conceptualized deviant silence, and Knoll and van Dick (2013) have conceptualized opportunistic silence.”
Supervisor ostracism and defensive silence: a differential needs approach (2018, background): “In future, researchers may consider deviant, relational and opportunistic silence (Brinsfield, 2013).”
Received Respect and Constructive Voice: The Roles of Proactive Motivation and Perspective Taking (2019, background): “, 2010), and such motivation is not necessarily easy to find (Brinsfield, 2013).”
Authoritarian leadership and employee silence in China (2017, background): “Similarly, Brinsfield (2013) also identified fear of consequences (i.e., defensive silence) as a common motive for remaining silent. Reasons other than fear of consequences have also been identified. For example, Morrison and Milliken (2000) described a climate of silence as characterized, in part, ”
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).”
Workplace bullying and employee silence (2017, methodology): “Workplace bullying and ineffectual silence Ineffectual silence refers to a general belief that speaking up will not be useful in effecting change with regard to the focal issue, situation, or concern and will not positively affect the situation (Brinsfield, 2013).”