• 지식경영연구
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• 제18권4호
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• pp.31-62
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• 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.

• 산업경영시스템학회지
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• 제37권3호
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• pp.99-112
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• 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.

• 한국직업건강간호학회지
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• 제31권2호
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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.

• 한국융합학회논문지
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• 제7권5호
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• pp.189-200
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• 2016

본 연구는 조직침묵에 관한 연구 동향을 살펴봄으로써 조직침묵의 개념을 이해하고, 관련변수와 대상자의 융합적 관련성을 파악하여 향후 연구 방향을 수립하기 위해 수행되었다. 2006년부터 2015년까지 국내학술지에 게재된 조직침묵 관련 연구 26편을 연구대상으로 하여 분석하였다. 이중 25편(96.2%)의 연구가 2011년부터 2015년 사이에 이루어졌으며, 또한 전체연구의 25편(96.2%)이 서술적 조사연구였다. 연구대상자는 주로 경찰이 많았으며, 다음으로 호텔종사원, 기업종사원의 순으로 나타났다. 조직침묵 측정은 Van Dyne, Ang & Botero(2003)의 도구를 사용하거나 이를 수정 보완하여 활용하였다. 조직침묵 결과변수로는 이직의도를 제시한 연구가 13편으로 가장 많았다. 조직침묵에 대해 다양한 조직을 대상으로 한 확대 연구와 국내 풍토에 적합한 측정도구의 개발이 필요하다.

• Safety and Health at Work
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• 제12권2호
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• pp.192-200
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• 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.

• 한국콘텐츠학회논문지
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• 제21권3호
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• pp.478-489
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• 2021

본 연구는 팀 리더의 자기기만 행동이 팀 학습에 영향을 미치는 과정에서 심리적 안전감과 침묵풍토의 이중 매개 효과를 확인하고자 하였다. 이를 위하여 국내 일반기업에서 근무하는 직원 294명을 대상으로 설문조사를 실시하였으며, SPSS 21과 Process Macro v.3.3을 활용하여 자료 분석을 하였다. 연구 결과는 다음과 같다. 우선, 팀 리더의 자기기만 행동은 팀원들의 심리적 안전감과 부적 상관, 침묵풍토와 정적 상관, 팀 학습과 부적 상관이 있는 것으로 나타났다. 그리고 팀 리더의 자기기만 행동이 팀 학습에 영향을 미치는 관계에서 심리적 안전감과 침묵풍토가 각각 매개변인의 역할을 하는 것으로 나타났으며, 이들 심리적 안전감과 침묵풍토가 순차적으로 매개역할을 하는 이중매개효과 또한 확인되었다. 본 연구는 조직의 팀 성과 향상을 위해서 팀 리더의 진정성의 관리가 중요하다는 실무적인 의의가 있으며, 마지막으로 본 연구와 관련된 시사점 및 제한점이 결론 및 논의에서 다루어졌다.