Organizational Silence

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Vakola, M., Nikolaou, I., & Bourantas, D. (2004). The Role of Organizational Silence on Employees’ Trust and Attitudes in a Post Merger-Stage. Annual Meeting of the Academy of Management, New Orleans.

Business Technology

The Role of Organizational Silence on Employees’ Trust and Attitudes in a Post-Merger Stage Maria Vakola Ioannis Nikolaou Dimitris Bourantas Athens U of Economics and Business, Greece http://www.aueb.gr

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Organizational Trust ,[object Object],[object Object],[object Object]

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® Academy of Management Journal 2013. Vol. 56. No. 2. 525-548. http://dx.doi.org/10.5465/amj.2011.0041 WHEN DOES VOICE LEAD TO EXIT? IT DEPENDS ON LEADERSHIP ELIZABETH J. McCLEAN Cornell University ETHAN R. BURRIS University of Texas-Austin JAMES R. DETERT Cornell University We examine the unit-level relationship between employee voice and exit with multi- source data collected over two time periods in 136 restaurants. We find that three managerial characteristics that signal the ability and willingness to engage in change— management team change orientation, manager participation in decision making, and manager access to organizational resources—moderate the unit-level relationship between voice and exit: Employee voice is positively related to turnover when each of these factors is low and negatively related to turnover when each is high. Implications for research on voice, leadership, and turnover are discussed. When employees experience problems or ob- serve opportunities for improvement at work, do they engage in improvement-oriented voice—that is, speak up in ways that challenge the status quo to someone with the perceived power to act (Detert & Burris, 2007)? Or do they exit their organization in response to these suboptimal situations? Questions such as these about employee voice and exit have been of interest to organizational scholars at least since Hirschman (1970), in his exit-loyalty-voice (ELV) framework, laid the groundwork for examination of these responses to dissatisfaction with some aspect of an organization's functioning or product line. In the subsequent decades, scholars have attempted to understand why employees speak up or exit by treating these behaviors as discrete, mutually exclusive choices that each individual employee makes because of his or her dissatisfaction (Rusbult, Farrell, Rogers, & Main- ous, 1988; Rusbuh, Zembrodt, & Gunn, 1982). Be- cause voice can lead to examination of underlying causes and cures of employee dissatisfaction, in contrast to exit or silent loyalty, it is seemingly the response most likely to contribute directly to organizational learning (Withey & Cooper, 1989). It is therefore not surprising that scholars and practitio- ners alike have become increasingly focused on understanding the antecedents and outcomes of discretionary, improvement-oriented input by employees (Detert & Biu-ris, 2007; Morrison, 2011; Van Dyne & LePine, 1998). Simultaneously, understanding of the dynamics underlying employee ttirnover (i.e., exit) continues to develop on the basis of several decades of focused theory and research (Griffeth, Hom, & Gaertner, 2000; Lee & Mitchell, 1994; Maertz & Griffeth, 2004). As noted first by Barry (1974), by suggesting that voice and exit are directly inversely related, Hirschman may have misspecified the model by combining into one what is actually two distinct choices for employees: (1) choosing voice or silence and, (2) choosing to stay or exit their org.

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