• Korean Journal of Culture and Social Issue
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• v.23 no.2
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• pp.239-270
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• 2017

This study investigated the nature and dimensionality of the motives why employees showed the silence even though they could speak up their opinions. It aimed to develop the scales measuring employee silence. Thus, three studies were designed and particularly, two studies featured two different studies, totaling five studies. Study 1 conducted open-ended survey asking and 104 workers from a variety of work field answered. With the results of open-ended questions, a were developed, consisting of 60-items to measure employee silence motivation. Study 2 examined the scale developed and 481 workers from diverse work fields participated in. The exploratory factor and 'intra-ESEM' analyses were confirmed the construct of silence motivation, composing 5 factors(acquiescent, defensive, disengaged, opportunistic, relational silence) the 20-items was developed to measure the construct(Study 2-1). Furthermore, 'inter-ESEM' analysis was examined the discriminant validity of scale developed by the current study with general silence behavior and voice behavior. It found that the employee silence was distinguished from general silence behavior and voice behavior(Study 2-2). Study 3 was designed for validation of silence motivation scale which developed from Study 1 and Study 2. Based on these results, the implications and limitations of this study as well as the direction for future study were discussed.

• Korean Journal of Occupational Health Nursing
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• v.31 no.2
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• pp.66-76
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• 2022

Purpose: This study aimed to explore the constructs and context of hospital nurses' organizational silence. Methods: In-depth interviews were conducted with 17 nurses in small-middle general hospitals as well as big university hospitals. We then derived the key themes using grounded theory method. Results: Nine themes and 30 sub-themes were derived: "Willing to be recognized for performance rather than saying", "Getting used to the hard-to-speak climate", "Face the reality that does not change when said", "Complicated situation that prevents self-regulating decision-making", "Conflicts that are difficult to confront", "Unfair responsibilities that I want to evade", "Leaders who don't support me", and "Being blocked in communication". Consequently, the nurses learned to adopt a climate of silence and "learned organizational silence" behavior. They experienced that prosocial silence was essential for obtaining approval as a member of the group, and defensive silence for protecting themselves in the hierarchical structure and unfair responsibilities. Acquiescent silence originated from a futile relationship with their supervisors, one-way communications, and the unsupportive management system, in which three types of silence appeared sequentially or in combination with each other. Conclusion: Based on these results, nursing managers should identify the context of nurses' organizational silence and should lessen these silence behaviors.

• Asia-Pacific Journal of Business
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• v.14 no.3
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• pp.115-147
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• 2023

Purpose - This study examines previous research on organizational silence for several decades since the concept of organizational silence was firstly suggested in 2000. In this study, based on previous studies on organizational silence published in domestic and international journals from 2010 to 2022, research trends were analyzed, issues were derived, and future research was suggested. Design/methodolgy/approach - The authors searched relevant keywords such as organizational silence, employee silence, employee voice and so on in the domestic as well as international academic database. 63 domestic papers were found, and based on these articles, we analyzed the research trends. Findings - Similar variables were proven with only different contextual samples without any originality in the theoretical perspective. Moreover, studies on the causal relationship between each type of organizational silence and the occurrence of organizational silence over time were also insufficient. In addition, because research on public organizations was limited to police officers and public officials, future research is needed to investigate more different organizational situations. Furthermore, other variables such as personal characteristics and leadership factors were also relatively unexplored. Based on these limitations, future research is needed to consider more diverse demographics, Korean cultural factors, organizational characteristics, and the patterns changes in time. Research implications or Originality - This study suggests limitations as well as future directions by summarizing the previous research on organizational silence which is an emerging issue in global societies and the organizational management filed.

• Journal of Korea Society of Industrial Information Systems
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• v.22 no.4
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• pp.131-147
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• 2017

This Study is to Comprehensively Analyze the Influence of Authentic Leadership on Turnover Intention, and Counterproductive work Behaviors through the Mediate of trust in Superiors, Organizational Silence, Placing Emphasis on the Importance and Necessity of Authentic Leadership. An Empirical Analysis has been Conducted Targeting the Employees of Medium-sized Manufacturers in Busan. According to the Results of this Empirical Analysis, the Components of Authentic Leadership is Classified into the Transparency, Morality, Balanced Way of doing things, and Self-Recognition of Superiors and all of the Above-mentioned ones are found to have a Positive(+) Significant Effect on Trust in Superiors. Secondly, Trust in the Superiors is Found to have a Negative(-) Significant Effect on the Organizational Silence(Acquiescent, Defensive) of Employees. Thirdly, Organizational Silence is to have a Positive(+) Significant Effect on the Turnover Intention and Counterproductive work Behaviors.