Providing a Conceptual Model on Organizational Silence Behavior based on Organizational Culture, Organizational Climate and Organizational Commitment Components in Service Firms

Abstract

If tongues are not moving, no knowledge will be generated for organization. Tongue is a tool of human interactions in organizations. If human inspires the organization and is seen as its strategic capital, it is due to the fact that they are the employees who address organizational problems and provide solution for them. When silence is prevalent in an organization, depression penetrates in physical and social networks of the organization and competitive advantage will be meaningless for such organization. One of the reasons of failure in plans and capability in achieving organizational goals is the lack of effective communication and lack of sharing information or, in other word, this phenomenon called organizational silence by authors. Organizational silence is employees’ refusal in expressing their ideas, opinions and information on organizational difficulties. Organizational silence is a common phenomenon in most organizations. However, there are not widespread studies on this issue. Organizational silence is a new phenomenon in Iranian scientific and organizational communities and there is a limited literature on it. In present paper, we provide a conceptual framework on the relationship between components of organizational culture (innovative culture, participative culture, rational culture and stability culture), organizational climate (credit, respect, justice, honor, intimacy) and organizational commitment (normative commitment, continuous commitment and assigned commitment), perceived organizational silence climate (top management attitude toward silence, supervisor attitude toward silence and communicative opportunities) and organizational silence behavior).

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