Organizational silence

Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25(4), 706-725.

Type

Journal article

Intellectual base

Primary research

Year

2000

Link

no authoritative link yet

Cited from

psychology

Cited by

1 citation across 1 artifact.

Primes

• Public vs. Private Contexts
  • Organizational behavior: Employees advocate for ideas in public meetings (face concerns, status-seeking; organizational image at stake); in private conversations with trusted colleagues, they express doubts, reservations, and heterodox ideas, a pattern Morrison and Milliken (2000) document as organizational silence.

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