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Speaking Up, Remaining Silent: The Dynamics of Voice and Silence in Organizations

2003; Wiley; Volume: 40; Issue: 6 Linguagem: Inglês

10.1111/1467-6486.00383

1467-6486

Elizabeth Wolfe Morrison, Frances J. Milliken,

Ethics in Business and Education

Journal of Management StudiesVolume 40, Issue 6 p. 1353-1358 Speaking Up, Remaining Silent: The Dynamics of Voice and Silence in Organizations Elizabeth Wolfe Morrison, Corresponding Author Elizabeth Wolfe Morrison Stern School of Business, New York UniversityAddress for reprints: Elizabeth Wolfe Morrison, Stern School of Business, New York University, 77 West 7th Street, New York, NY 10012, USA ([email protected]). Search for more papers by this authorFrances J. Milliken, Frances J. Milliken Stern School of Business, New York UniversitySearch for more papers by this author Elizabeth Wolfe Morrison, Corresponding Author Elizabeth Wolfe Morrison Stern School of Business, New York UniversityAddress for reprints: Elizabeth Wolfe Morrison, Stern School of Business, New York University, 77 West 7th Street, New York, NY 10012, USA ([email protected]). Search for more papers by this authorFrances J. Milliken, Frances J. Milliken Stern School of Business, New York UniversitySearch for more papers by this author First published: 04 August 2003 https://doi.org/10.1111/1467-6486.00383Citations: 134Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinkedInRedditWechat REFERENCES Dutton, J. E. and Ashford, S. J. (1993).'Selling issues to top management'. Academy of Management Review, 18, 397–428. Meyerson, D. E. (2001). Tempered Radicals: How People Use Differnce to Inspire Change at Work. Boston, MA: Harvard Business School Press. Miceli, M. P. and Near, J. P. (1992). Blowing the Whistle: The Organizational and Legal Implications for Companies and Employees. New York: Lexington Books. Morrison, E. W. and Milliken, F. J. (2000).'Organizational silence: a barrier to change and development in a pluralistic world'. Academy of Management Review, 25, 706–31. Noelle-Neumann, E. (1974).'The spiral of silence: a theory of public opinion'. Journal of Communication, Spring, 43–51. Parker, L. E. (1993).'When to fix it and when to leave: the relationship among perceived control, self-efficacy, dissent and exit'. Journal of Applied Psychology, 78, 949–59. Pinder, C. C. and Harlos, H. P. (2001).'Employee silence: quiescence and acquiescence as responses to perceived injustice'. Research in Personnel and Human Resource Management, 20, 331–69. Saunders, D. M., Sheppard, B. H., Knight, V. and Roth, J. (1992).'Employees voice to supervisors'. Employee Responsibilities and Rights Journal, 5, 241–59. Snyder, M. (1979).'Self-monitoring processes'. Advances in Experimental Social Psychology, 12, 85–128. Sprague, J. and Rudd, G. L. (1988).'Boat-rocking in the high-technology culture'. American Behavioral Scientist, 32, 169–93. Withey, M. J. and Cooper, W. H. (1989).'Predicting exit, voice, loyalty, and neglect'. Administrative Science Quarterly, 34, 521–39. Citing Literature Volume40, Issue6Special Issue: Speaking Up, Remaining Silent: The Dynamics of Voice and Silence in OrganizationsSeptember 2003Pages 1353-1358 ReferencesRelatedInformation