Organizational Silence: A Barrier to Organizational Change

Purpose: There is little empirical evidence regarding the nature of Organizational Silence (OS) and its components. So, the purpose of this research is to identify the types of OS and its effects on Organizational Change (OC) at Sadat University in Egypt. Design/methodology/approach: To assess OS, refer to (OS questionnaire, Schechtman, 2008; Brinsfield, 2009), and OC (OC questionnaire Dunham, et al., 1989; Lussier, 1990; and Kursunoglu & Tanriogen, 2009). Out of the 692 questionnaires that were distributed to employees, 420 usable questionnaires were returned, a response rate of 60%. Multiple Regression Analysis (MRA) was used to confirm the research hypotheses. Findings: Results indicate that supervisors’ attitudes to silence, top management attitudes to silence and communication opportunities are associated. The research has found that there is significant relationship between OS and OC. Also, the research has found that OS directly affects OC. In other words, OS is one of the biggest barriers to OC of the employees at Sadat University in Egypt. Practical implications: This research pointed to the need for organizations to adopt a culture which encourages and urges employees to speak in the labor issues and the non-silence in order for the administration to be able to realize these issues and try to solve them first hand in order to prevent their aggravation. Originality/value: There is little empirical evidence in the literature aimed at defining, analyzing, and coping with OS. It has an impact on the ability of organizations to detect errors and learn. Therefore, organizational effectiveness is negatively affected. This research aims to measure the effect of OS on OC. Based on the findings of this research, some important implications are discussed.