2015
DOI: 10.1590/1679-395114581
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Silêncio organizacional: introdução e crítica

Abstract: Resumo: Com as mudanças ocorridas a partir dos anos 1970, as organizações passaram a requerer maior participação de seus trabalhadores nos processos de trabalho. A comunicação franca e aberta torna-se vital nesse cenário. O silêncio organizacional (MORRISON e MILLIKEN, 2000) e o silêncio dos empregados (PINDER e HARLOS, 2001) passam a ser estudados com mais profundidade para se compreender os comportamentos que levam os empregados a se valerem da voz, via relato (speaking up), ou permanecerem em silêncio. Desd… Show more

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Cited by 6 publications
(7 citation statements)
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References 31 publications
(8 reference statements)
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“…Moreover, we noted a sense of loneliness and lack of solidarity with other managers in recent decades. At the same time, Christopher's example allowed us to observe that the critiques against the approach developed by van Dyne, Ang e Botero ( 2003) and other authors on organizational behavior ignore important questions, such as power relations (Brown & Coupland, 2005) and how a company's upper management can remain as the only sphere area able to communicate freely (Moura-Paula & Ferraz, 2015), thereby dictating what is worthy or not worthy of consideration. Upper management dictates which types of silence may be maintained or broken, although in principle, the choice appears to reside with the workers, even if their silence is a form of resistance (Donaghey et al, 2011).…”
Section: Discussionmentioning
confidence: 98%
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“…Moreover, we noted a sense of loneliness and lack of solidarity with other managers in recent decades. At the same time, Christopher's example allowed us to observe that the critiques against the approach developed by van Dyne, Ang e Botero ( 2003) and other authors on organizational behavior ignore important questions, such as power relations (Brown & Coupland, 2005) and how a company's upper management can remain as the only sphere area able to communicate freely (Moura-Paula & Ferraz, 2015), thereby dictating what is worthy or not worthy of consideration. Upper management dictates which types of silence may be maintained or broken, although in principle, the choice appears to reside with the workers, even if their silence is a form of resistance (Donaghey et al, 2011).…”
Section: Discussionmentioning
confidence: 98%
“…The supposed overlap of interests between workers and employers guiding researchers indicates that workers should speak whenever it benefits the employers, since workers would also benefit. Moreover, the critiques call attention to the ideological question involved in studies about silence (Moura-Paula & Ferraz, 2015), based on the notion that convergence between interests of labor and capital possibly exist, it leads researchers to create a whole set of ideas resulting in the sophistication of worker exploitation. The capital-labor conflict is concealed and the phenomenon of silence as a way of confronting or resisting management is the factor silenced by researchers and even erased from their definitions of organizational silence.…”
Section: Theoretical Backgroundmentioning
confidence: 99%
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“…O silêncio e a omissão nas organizações não são temas recorrentes no campo da administração, porém, nas últimas décadas, um esforço para a construção de um quadro teórico tem sido empreendido (MOURA-PAULA; FERRAZ, 2015). Van Dyne, Ang e Botero (2003) desenvolveram seu estudo, propondo um novo quadro conceitual em que centram, especificamente, formas de silêncio e de voz intencionais com foco na motivação do funcionário para expressar ideias, informações e opiniões sobre as melhorias relacionadas ao trabalho.…”
Section: Silêncio E Omissão Nas Organizaçõesunclassified