Organizational Silence in the NHS: ‘Hear no, See no, Speak no’

Pope, Rachael

doi:10.1080/14697017.2018.1513055

Cited by 24 publications

(36 citation statements)

References 33 publications

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“…Meanwhile, Danaeefard and Panahi (2010) found a significant negative relationship between organizational commitment and organizational silence. Based on previous studies workplace violence and bullying (Pope, 2019), employees fear and anxiety (Maqbool et al, 2019) and workplace abuses in general (Lam and Xu, 2019) may result in employees silence. A research by also showed that workplace ostracism is positively related to employee silence.…”

Section: Discussionmentioning

confidence: 99%

“…In such a system, the negative impacts of organizational silence on organizational decisions and change processes are unavoidable (Nasr Esfahani et al, 2014). The silence about important issues can compromise an organization's ability to detect errors and it can also create stress, dissatisfaction, cynicism and employee disengagement (Pope, 2019). In addition, employees silence and lack of knowledge sharing may have significant creativitydamaging effects in the organization (Maqbool et al, 2019).…”

Section: Organizational Silencementioning

confidence: 99%

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The effect of workplace ostracism on knowledge sharing: the mediating role of organization-based self-esteem and organizational silence

Takhsha

Barahimi

Adelpanah³

et al. 2020

JWL

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Purpose This study aims to evaluate the effect of workplace ostracism on organization-based self-esteem (OBSE), organizational silence and knowledge sharing. Design/methodology/approach The statistical population of this research includes the employees of University of Isfahan in Iran. The structural equation modeling method is used to analyze the data and the conceptual model using 130 participants. Findings The empirical results suggest that ostracism and organizational silence influence knowledge sharing, negatively. Ostracism influences organizational silence, positively; and ostracism influences OBSE, negatively. Furthermore, organization-based self-esteem influences knowledge sharing, positively. In addition, the indirect relationship from ostracism to knowledge sharing through organizational silence was confirmed; however, the mediating role of OBSE in the relationship between workplace ostracism and knowledge sharing was not confirmed. Originality/value This research is among the first to evaluate the relationship between workplace ostracism, knowledge sharing, organizational silence and OBSE simultaneously.

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Section: Discussionmentioning

confidence: 99%

Section: Organizational Silencementioning

confidence: 99%

The effect of workplace ostracism on knowledge sharing: the mediating role of organization-based self-esteem and organizational silence

Takhsha

Barahimi

Adelpanah³

et al. 2020

JWL

View full text Add to dashboard Cite

show abstract

“…Changing elements of culture can be psychologically painful as it can destabilise an individual or subculture's cognitive interpersonal world (Argyris, 1990a;Schein & Schein, 2016). To avoid cognitive destabilisation associated with change some subcultures become "too cosy", where forced fusion reinforces denial of differences to avoid conflict and anxiety (Cucari, Esposito De Falco, & Orlando, 2018;Pope, 2019). Subcultures with high conformity levels avoid change, leaving issues unresolved (Oeij, Dhondt, Gaspersz, & Vroome, 2016;Schein & Schein, 2016).…”

Section: Organisational Culture and Subculturementioning

confidence: 99%

Sustainability – A key to Australian finance directors improving their organisation's CSR culture

Burns

Houghton

Stewart

2019

Corp Soc Responsibility Env

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Sustainability, as one of six (economic, ethical, social, stakeholder, sustainability, and discretionary) dimensions of corporate social responsibility (CSR) is frequently espoused in large finance organisations' corporate reports. In this case study on finance board directors, conducted in the lead‐up to the Royal Commission into Misconduct in the Banking, Superannuation and Financial Services Industry (hereafter Commission), sustainability assumptions were not found to be a day‐to‐day consideration for the majority of directors. Directors' primary assumptions, their values‐in‐use, were finance first, followed by risk and defence. Finance, in terms of short‐term profitability, was considered before all espoused values such as customer centricity, integrity, trustworthiness, and professionalism. Within the study there were a small number of directors who did prioritise sustainability, which they closely integrated with the economic (finance) dimension. The additional prioritisation of sustainability led to better integration of the other CSR dimensions and a reduced difference between what is said (espoused) and done. While other CSR and finance studies have focused on “how much”, this study provides unique insights into the “why” of the finance industry's values‐in‐use preceding the 2018 to 2019 Commission which exposed some of the “what” and “when” of director behaviour.

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“…Accordingly, the emergence of AS is mainly due to the lack of rectors’ empathy toward them and their constant use of power to fulfill their ongoing need for entitlement, as indicated by Resick et al (2009). Drawing on Wang et al (2018) and Pope (2019), academics avoid sharing ideas for fear of receiving criticism, punishment, exclusion or even interpersonal conflict.…”

Section: Discussionmentioning

confidence: 99%

Effects of rectors’ narcissism on academics’ silence and commitment in the context of public universities

Chaouali

Aboramadan

Ayoubi

et al. 2020

IJOA

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Purpose This paper aims to focus on academics’ in four public universities located in Egypt to explore the effect of narcissistic leadership on affective, continuance and normative commitment approaches with and without the mediating effect of academics’ silence. Design/methodology/approach The authors used a convenience sampling in which academics were handed a questionnaire form to fill. In total, the authors distributed 280 forms and collected 214 completed questionnaire forms. A structural equation was used to determine the effect of narcissistic leadership on the organizational commitment (affective, continuance and normative) of academics. The same measure was later used to assess the mediating role of the academics’ silence on the aforementioned relationship. Findings The authors of this paper found that narcissistic leadership positively associates with academics’ silence. Moreover, their perceptions of the narcissism of their leaders alleviate academics’ emotional attachments (affective commitment) and moral obligations (normative commitment) toward their universities, whereas the same perceptions of the narcissism of their leaders have no effect on their continuance commitment. Finally, the authors discovered a significant role for academics’ silence in mediating the negative relationship between narcissistic leadership and their affective and normative commitments. Originality/value This paper contributes by filling a gap in leadership, HR management and organization literature in the higher education sector, in which empirical studies on the relationship between narcissistic leadership, academics’ silence and organizational commitment have been limited until now.

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Organizational Silence in the NHS: ‘Hear no, See no, Speak no’

Cited by 24 publications

References 33 publications

The effect of workplace ostracism on knowledge sharing: the mediating role of organization-based self-esteem and organizational silence

The effect of workplace ostracism on knowledge sharing: the mediating role of organization-based self-esteem and organizational silence

Sustainability – A key to Australian finance directors improving their organisation's CSR culture

Effects of rectors’ narcissism on academics’ silence and commitment in the context of public universities

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