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Investigating the role of organizational silence in the context of disruptive business model transformation

  • Advancing digitalization, the emergence of disruptive technologies, the radically changing customer requirements, or the growing competitive work environment force every organization to re-invent themselves rapidly and constantly and to re-think the relevance of their current business model. In this dynamic organizational environment, companies rely increasingly on their employees’ creativity and need to motivate them to cultivate and drive new ideas and proposals for products and services. At the same time, it is also imperative for organizations to encourage their employees to communicate issues, problems or concerns that might decrease the organizational performance. However, employees might decide to rather withhold their beneficial ideas or relevant concerns, which impedes the enhancement of organizational efficiency or hinders the necessary development of new and improved processes, services or products. This behavior was defined as employee silence, withholding any form of genuine expression from a person that might be able toAdvancing digitalization, the emergence of disruptive technologies, the radically changing customer requirements, or the growing competitive work environment force every organization to re-invent themselves rapidly and constantly and to re-think the relevance of their current business model. In this dynamic organizational environment, companies rely increasingly on their employees’ creativity and need to motivate them to cultivate and drive new ideas and proposals for products and services. At the same time, it is also imperative for organizations to encourage their employees to communicate issues, problems or concerns that might decrease the organizational performance. However, employees might decide to rather withhold their beneficial ideas or relevant concerns, which impedes the enhancement of organizational efficiency or hinders the necessary development of new and improved processes, services or products. This behavior was defined as employee silence, withholding any form of genuine expression from a person that might be able to make a change. Despite the high relevance of employee silence and the growing research body over the last two decades, the relationship of employee silence and innovative behavior has received just little empirical attention in the field of organizational behavior and management sciences. Therefore, the overall purpose of this thesis is to empirically examine the role and relevance of employee silence in the context of disruptive business model transformation. The comprehensive literature review conducted within this thesis demonstrated that silence behavior is a distinct and valid multidimensional construct that is rather complex to measure and therefore also scientifically defiant. The literature review also provides a comprehensive overview of scientific outcomes in the area of organizational and employee silence over the last 20 years. Based on two preliminary qualitative studies (16 expert interviews) in different work settings a structural equation model (SEM) for the empirical investigation was designed by combining the Job Demands-Resources (JD-R) theory and Theory of Planned Behavior (TPB). For the empirical (quantitative) examination, a global survey (n = 4,527) was rolled out in an industrial company undergoing major change initiatives. The main results of the SEM (n = 4,527) demonstrated that job dissatisfaction significantly increased employee silence, whereas work engagement significantly decreased silence behavior. With respect to the direct influential factors causing employee silence, it was also shown that certain job demands (collaboration) and job resources (authentic leadership) significantly influenced the antecedents of silence, even with certain buffering effects. These results also confirmed the dual pathways of the JD-R model and the interaction effects between job demands and resources suggested by the literature. Moreover, the study also revealed that employee silence showed a weak positive, but significant relation to innovative performance. Therefore, the assumption that silence is more than just the absence or opposite of voice could be supported empirically. Within the thesis also potentially fruitful implications for research and practice as well as limitations are discussed.show moreshow less

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Metadaten
Author:Krause, Vinzenz
URN:urn:nbn:de:bvb:824-opus4-7639
DOI:https://doi.org/10.17904/ku.opus-763
Subtitle (English):a mixed methods approach
Advisor:Prof. Dr. Ringlstetter, Max J., Prof. Dr. Hogreve, Jens
Document Type:Doctoral thesis
Language of publication:English
Online publication date:2022/08/05
Date of first Publication:2022/08/05
Publishing Institution:Katholische Universität Eichstätt-Ingolstadt
Awarding Institution:Katholische Universität Eichstätt-Ingolstadt, Wirtschaftswissenschaftliche Fakultät
Date of final examination:2021/10/11
Release Date:2022/08/05
Tag:Authentic leadership; Business model innovation; Employee silence; Innovative behavior; Mixed method approach; Organizational silence
GND Keyword:Innerbetriebliche Kommunikation; Innovationsfähigkeit; Organisationsverhalten
Pagenumber:VI, 356 Seiten : Diagramme
Faculty:Wirtschaftswissenschaftliche Fakultät
Dewey Decimal Classification:1 Philosophie und Psychologie / 15 Psychologie
3 Sozialwissenschaften / 33 Wirtschaft
JEL-Classification:M Business Administration and Business Economics; Marketing; Accounting / M1 Business Administration
License (German):License LogoKeine Lizenz - es gilt das deutsche Urheberrecht
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