Speaking Up, Remaining Silent: The Dynamics of Voice and Silence in Organizations

By E. W. Morrison, Frances J. Milliken. 2003

279 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/42caec0be18134921e97aa3a5d77dafbb0ce0774

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Ethical leadership, organizational identification and employee voice: examining moderated mediation process in the Chinese insurance industry (2014, background): “However, voice is with risky and personal cost, and they fear potential personal costs may outweigh the benefits (Morrison and Milliken 2003; Milliken, Morrison, and Hewlin 2003; Detert and Edmondson 2007).”
The Silent and the Silenced in Organizational Knowing and Learning (2009, methodology): “However, any assumption that silence indicates that ‘all is well’ is potentially dysfunctional for learning, since it may belie tensions, paradoxes, contradictions and constraints on voice (Morrison and Milliken, 2003).”
Supervisor ostracism and defensive silence: a differential needs approach (2018, background): “Second, this self-protective behaviour helps them regain their sense of personal mastery (Morrison & Milliken, 2003).”
Leader perceptions and motivation as outcomes of followership role orientation and behavior (2018, background): “This would translate into less frequent voice behavior for those stronger in passive orientation, and greater voice behavior for those not holding this view (Morrison and Milliken, 2003).”
Employee Voice Behavior: Integration and Directions for Future Research (2011, background): “Within just the past decade, the organizational literature has seen close to two dozen journal articles on voice and/or silence, as well as a special issue of a journal (Morrison & Milliken, 2003 ) and an edited book (Greenberg & Edwards, 2009 ).”
Applying Uncertainty Management Theory To Employee Voice Behavior: An Integrative Investigation (2012, methodology): “Previous research (e.g., Burris, Detert, & Chiaburu, 2008; Morrison & Milliken, 2003; Van Dyne & LePine, 1998) has also termed employee voice behavior as “speaking up.””
Leading to Stimulate Employees' Ideas: A Quantitative Review of Leader–Member Exchange, Employee Voice, Creativity, and Innovative Behavior (2017, background): “It is reported that many employees choose not to speak up because of the fear of damaging the relationships they have with their managers (Morrison & Milliken, 2003).”
Creativity: The Influence of Cultural, Social, and Work Contexts (2010, background): “In societies with low power distance, the leadership style is of empowerment, encouraging employees to be autonomous, take responsibility, participate in decision making, and voice their opinions and ideas (Eylon & Au, 1999; Morrison & Milliken, 2003).”
Group Ethical Voice (2017, background): “Moreover, prior research has suggested that employees tend to remain silent to avoid unfavorable reactions from management if they do not know whether speaking up to challenge the status quo is acceptable in the work environment (Morrison, 2014; Morrison & Milliken, 2003).”