Relationships Among Power Distance, Collectivism, Punishment, and Acquiescent, Defensive, or Prosocial Silence

Abstract

We investigated the relationships among power distance, collectivism, punishment, and a multidimensional construct of silence. Participants were 628 full-time employees of 27 heavy-industry companies in South Korea. Confirmatory factor analysis and structural equation modeling were performed to test our hypothesized model. The results revealed that power distance induced acquiescent silence; however, power distance did not have any impact on defensive silence. Collectivism also generated acquiescent silence but did not influence prosocial silence; and punishment increased defensive silence.

Centralization and Communication Opportunities as Predictors of Acquiescent or Prosocial Silence

“…This subordinates behave passively and conceal their work-related concerns. This finding is in line with that of Rhee et al (2014), who found that disengagement finding is in line with that of Rhee et al (2014), who found that disengagement from decision making led individuals to behave passively and not give voice from decision making led individuals to behave passively and not give voice to their suggestions and opinions. However, we found that centralization did to their suggestions and opinions.…”

“…Because it has been found that age and gender have a Because it has been found that age and gender have a potential impact on information sharing, previous researchers have controlled potential impact on information sharing, previous researchers have controlled for these demographic variables (Rhee et al, 2014;Wang & Hsieh, 2013). Thus, for these demographic variables (Rhee et al, 2014;Wang & Hsieh, 2013). Thus, we also controlled for age and gender of individuals by utilizing a close-ended we also controlled for age and gender of individuals by utilizing a close-ended format.…”

Just keep silent… Defensive silence as a reaction to successive structural reforms

“…This may include additional communication and support from managers to enhance the perception that discussing problems and controversial topics is encouraged and emphasizing that no sanctions will be taken against employees that speak up on sensitive issues (e.g. Borins 2001; Axtell et al 2000;Premeaux and Bedeian 2003;Rhee, Dedahanov, and Lee 2014). In particular in cases where remaining silent could have strong detrimental consequences, this may include various procedures to safely or anonymously report issues, including the introduction of Ombudsmen and appropriate whistleblowing channels and safeguards.…”

“…Such fear is likely caused by a variety of factors. Not only can a message itself be controversial or potentially damaging, an employee's relationship with his/her supervisors and risks of being sanctioned are also likely determinants of an individual's inclination towards a defensive silence strategy (Vakola and Bouradas 2005;Wang and Hsieh 2013;Bommer and Jalajas 1999;Rhee, Dedahanov, and Lee 2014). Power asymmetries and perceptions thereof play an important role in this regard, as individuals with less power require the resources and support of their superiors, ensuring that the former will be sensitive to the latter's signals (Kiewitz et al 2016).…”

¿Dónde Estamos? La Cultura Laboral Chilena desde Hofstede

“…Dorfman y Howell (1988) extendieron el potencial del modelo, que consideraba la cultura como un atributo de la sociedad, al proponer escalas que permitieron medirla como un atributo individual, entendido como la fuerza de la creencia de un individuo en valores culturales clave. Su instrumento ha sido utilizado frecuentemente considerando las limitaciones psicométricas de las escalas originales, como por ejemplo que el índice de evitación de la incertidumbre se construyó con elementos que reflejan tres constructos diferentes (Daly, OwyarHosseiniand, & Alloughan, 2014;Fernandez et al,1997;Rhee, Dedahanov, & Lee, 2014).…”