Implicit Voice Theories: Taken-for-Granted Rules of Self-Censorship at Work

By James R. Detert, Amy C. Edmondson. 2011

848 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/bf8b9a91f7b5822d7fe2c5b957f2394e14ca73d5

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Citations in the corpus

Power Imbalance and Employee Silence: The Role of Abusive Leadership, Power Distance Orientation, and Perceived Organisational Politics (2018, background): “Detert and Edmondson (2011) proposed that many employees hold the implicit belief that speaking up is risky and inappropriate (e.”
Speaking up in ad hoc multiteam systems: Individual-level effects of psychological safety, status, and leadership within and across teams (2014, background): “…also been identified to be a major cause for low-status team members’ reluctance to speak up because they fear negative social repercussions or personal consequences (e.g., Detert & Edmondson, 2011; Islam & Zyphur, 2005; Morrison & Milliken, 2000; Nembhard & Edmondson, 2006; Pinder & Harlos, 2001).”
Echoes of Silence: Employee Silence as a Mediator Between Overall Justice and Employee Outcomes (2012, background): “For example, failing to voice because one lacks ideas is a different phenomenological experience than actively withholding information because one fears the consequences associated with expressing ideas (Detert and Edmondson 2011).”
The Joint Moderating Effects of Activated Negative Moods and Group Voice Climate on the Relationship between Power Distance Orientation and Employee Voice Behavior (2017, background): “However, these findings do not guarantee either that high-PDO employees can completely eliminate their concerns about voice behaviors (Detert & Edmondson, 2011; Kish-Gephart et al., 2009) or that high-PDO employees always have a strong motivation to speak up.”
Ethical Leadership, Affective Commitment, Work Engagement, and Creativity: Testing a Multiple Mediation Approach (2019, background): “They feel greater engagement equally in-role and additional-role useful behaviors [56].”
Applying Uncertainty Management Theory To Employee Voice Behavior: An Integrative Investigation (2012, background): “They may also be concerned about whether such behavior could have negative consequences for their own career (Detert & Edmondson, 2011).”
The Social Consequences of Voice: An Examination of Voice Type and Gender on Status and Subsequent Leader Emergence (2017, background): “Since voice frequently targets managers, their potential reactions are naturally considered (Burris, 2012; Detert & Edmondson, 2011).”
Implicit Theories of Creative Ideas: How Culture Guides Creativity Assessments (2016, neutral): “Implicit theories (e.g., Atran, Medin, & Ross, 2005; Chiu, Hong, & Dweck, 1997; Detert & Edmondson, 2011), sometimes also called cultural models (Atran et al., 2005), lay beliefs (Yates, 1992), or naı̈ve beliefs (Snyder & Swann, 1978), aremental representations aboutwhat causes, predicts, or…”