• Knowledge Management Research
• /
• v.18 no.4
• /
• pp.31-62
• /
• 2017

It found that employee silence negatively impacts both organizations and their employees as shown in findings from many studies and recently there has been a growing interest in it. Silence is described as intentionally withholding job-related ideas, information, concerns, and opinions. Employee silence may decrease organizational change and innovation and reduce employee learning motivation and knowledge sharing engagement as well. The purpose of this study is to examine the relationships among silence motivations, perceived silence climate, and employee silence; the relationships among employee silence, learning inertia and knowledge sharing disengagement; the mediating role of employee silence between antecedents of employee silence and consequences additionally. The results that analyzed using data from 225 employees in 42 organizations are as follows. First, the impact of silence motivation and perceived silence climate on employee silence are positively significant. Second, the influence of defensive silence motivation on the acquiescent and relational silence motivation is positively significant. Third, the influence of employee silence on learning inertia and knowledge sharing disengagement is positively significant. Forth, employee silence mediates the relationship between silence motivation and perceived silence climate and learning inertia and knowledge sharing disengagement. These results suggest that employee silence is another strong expression and message for organizations to try to establish a learning organization from the perspective of knowledge management.

• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.37 no.3
• /
• pp.99-112
• /
• 2014

The purpose of this study is to examine the negative effects of silence climate on the innovation behavior and LMX (Leader-Member Exchange). In order to test our model, we conducted a survey based on the questionnaire. Results showed that silence climate had a negative effect on the innovation behavior and LMX. Secondly, The LMX had a positive effect on innovation behavior. Moreover, the LMX partially mediated silence climate and the innovation behavior. Finally, we drew a conclusion by discussing limitations and implications of the research, and suggested directions for further researches.

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

• Journal of the Korea Convergence Society
• /
• v.7 no.5
• /
• pp.189-200
• /
• 2016

This study was done to review and summarize trends in research related to organizational silence, to realize convergent association of relating variables, subjects and to explore directions for future research. 26 research papers related to organizational silence, which were published in Korea between 2006 and 2015, were analyzed. 25 articles was published between 2011 and 2015. 96.2% of the study were descriptive research. The subjects were higher in the order of the police, hotel employees, corporate employees. Measurement instrument developed by Van Dyne, Ang & Botero(2003) were used and modified. Turnover intention were used in 13 studies as dependent variable of organizational silence. The findings of this study suggest that should be performed to identify variables related to organizational silence and to develop measurement instrument of organizational silence in Korea climate.

• Safety and Health at Work
• /
• v.12 no.2
• /
• pp.192-200
• /
• 2021

Background: A number of accidents have occurred in small and medium enterprises (SMEs). Efforts in reducing accidents have been undertaken through the implementation of safety behaviors. Unfortunately, few studies have examined motives behind unsafe behaviors, such as safety silence motives. This study aimed to observe the motives underlying safety behaviors, namely safety silence motive (SSM) (SSM-relation, SSM-climate, SSM-issue, and SSM-job) and to evaluate the effect of SSM and safety communication on safety participation in different industrial sectors and scales. Materials and Methods: Eighty workers from two industrial sectors and scales of SMEs were involved. They were instructed to fill out a set of questionnaires. A five-Likert scale was used to respond. An independent t test was applied to find any significant differences. The partial least square-structural equation modeling for multigroup was used to develop a model on relations among the variables. Results: The results showed that SSM scores were high in SMEs, and the scores were different across industrial sectors and scales. SSM had a negative influence on safety communication, and safety communication positively influenced safety participation. Conclusion: The study of SSM, safety communication, and safety participation in different sectors and scales should be separated in SMEs.

• The Journal of the Korea Contents Association
• /
• v.21 no.3
• /
• pp.478-489
• /
• 2021

This study aimed to demonstrate the dual mediating effect of psychological safety(PS) and silence climate(SC) in the process of team leader's self-deception behavior(SD) influencing team learning(TL). We conducted a survey of 294 workers in domestic companies and analyzed the data statistically using SPSS 21 and SPSS Process Macro for hierarchical regression and bootstrapping. The results are as follows: 1. all correlation coefficients are significant showing that SD has positive correlations with SC and negative correlation with PS and TL, 2. simple mediation effects(SD-PS-TL and SD-SC-TL) are all significant, 3. the dual mediation effect of psychological safety and silence climate on the relation between team leader's self-deception behavior and team learning(SD-PS-SC-TL) is verified. This study showed that the authenticity of team leaders could be an crucial element for organizational communication and effectiveness. Finally, limitations and suggestions for future research were discussed.