Shades of silence: Emerging themes and future directions for research on silence in organizations

Journal of Management Studies

Volumn 40, Issue 6, 2003, Pages 1563-1568

  Milliken, Frances J ^a   Wolfe Morrison, Elizabeth ^a  

^a NEW YORK UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0042362222     PISSN: 00222380     EISSN: None     Source Type: Journal    
DOI: 10.1111/1467-6486.00391     Document Type: Review

References (10)

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3. Beer, M. and Eisenstat, R. (2000). The silent killers of strategy implementation and learning'. Sloan Management Review, 41, 29-40.
4. Dutton, J. E., Ashford, S. J., O'Neill, R. M., Hayes, E. and Wierba, E. E.(1997). 'Reading the wind: how middle managers assess the context for selling issues to top managers'. Strategic Management Journal, 18, 407-25.
5. Dutton, J. E., Ashford, S. J., O'Neill, R. M. and Lawrence, K. L. (2001), 'Moves that matter: issue selling and organizational change'. Academy of Management Journal, 4, 716-36.
6. Janis, I. L. (1982), Groupthink. Boston: Houghton Mifflin.
7. 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.
8. Noelle-Neumann, E. (1974). The spiral of silence: a theory of public opinion'. Journal of Communication, Spring, 43-51.
9. Redding, W. C. (1985). 'Rocking boats, blowing whistles, and teaching speech communication'. Communication Education, 34, 245-58.
10. Ryan, K. D. and Oestreich, D. K. (1991), Driving Fear Out of the Workplace: How to Overcome the Invisible Barriers to Quality, Productivity, and Innovation, San Francisco: Jossey-Bass.