Antecedents and consequences of organisational silence: an empirical investigation

By Maria Vakola, Dimitris Bouradas. 2005

425 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/f1470e82ab724ca4dd12c584779be120db726bb2

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Who speaks up at work? Dispositional influences on employees' voice behavior (2008, methodology): “Employees’ voice behavior was assessed using the instrument described in Vakola and Bouradas (2005).”
Employee Voice Behavior: Integration and Directions for Future Research (2011, background): “In addition, Vakola and Bourades (2005) found an inverse relationship between silence and both job satisfaction and organizational commitment, which they proposed to be outcomes.”
Organizational ethical climate, perceived organizational support, and employee silence: A cross-level investigation (2013, background): “…change (Morrison and Milliken, 2000; Ryan and Oestreich, 1991), decrease employees’ positive job attitudes such as satisfaction and commitment (Morrison and Milliken, 2000; Vakola and Bouradas, 2005), and even result in serious corruption in organizations (e.g. Enron; Ashforth and Anand, 2003).”
Authoritarian leadership and employee silence in China (2017, background): “…learned that a wide array of factors may contribute to employee silence (e.g., employee silence motives, trust, implicit voice theories, psychological safety, leadership style LePine & Van Dyne, 1998; Morrison & Milliken, 2000; Vakola & Bouradas, 2005; Detert & Edmondson, 2011; Brinsfield, 2013).”
Employee silence motives: Investigation of dimensionality and development of measures (2013, background): “In addition, more research that builds on the idea of a climate of silence (Morrison & Milliken, 2000; Vakola & Bouradas, 2005) promises to be informative.”
Constructive Deviance in Organizations (2013, background): “The scholars found a positive effect of voice on performance appraisals, above and beyond the effects of task behavior and helping (also see Vakola & Bourades, 2005; Van Dyne & LePine, 1998).”
The Silent and the Silenced in Organizational Knowing and Learning (2009, background): “…argue that once such suppression has occurred it is likely to spiral upwards into greater taciturnity as it becomes increasingly diffi cult to overcome the entrenched positions, and that this has implications not only for learning but for employee relations as well (see Vakola and Bouradas, 2005).”
Supervisor ostracism and defensive silence: a differential needs approach (2018, background): “In fact, they may be better predictors of silent behaviour than any other representatives of top management (Vakola & Bouradas, 2005).”
Workplace bullying and employee silence (2017, background): “Silence is associated with a wide range of detrimental employee outcomes like low commitment, low motivation, job dissatisfaction, low innovation, cynicism, etc. (Knoll and Dick, 2013a; Tangirala and Ramanujam, 2008; Vakola and Bouradas, 2005; Wang and Hsieh, 2013).”
Narcissistic leadership and behavioral cynicism in the hotel industry: the role of employee silence and negative workplace gossiping (2020, result): “Evidence from previous research has demonstrated that employee silence predicts turnover intentions (Burris et al., 2008) and lower levels of commitment (Vakola and Bouradas, 2005).”