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Does Injudicious Kindness Caused by Power Distance Lead to Organizational Silence Behaviors of Research Assistants?

Author

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  • Aaron Cohen

    (University of Haifa, School of Political Science, Faculty of Social Science, Department of Public Administration, Haifa, Israel)

  • Emrah Özsoy

    (Sakarya University, Sakarya Business School, Sakarya, Turkiye)

  • Senem Nart

    (Bandırma Onyedi Eylül University, Faculty of Maritime, Department of Maritime Business Administration, Balıkesir, Turkiye)

  • Sima Nart

    (Sakarya University, Sakarya Business School, Sakarya, Turkiye)

Abstract

Employee silence poses a significant challenge for organizations, hindering the use of innovative ideas and the establishment of democratic work environments. While previous research has predominantly focused on the cultural roots of silence within organizational culture, the influences of broader social-cultural factors have often been overlooked. In addition, investigations into the antecedents of silence have mainly relied on quantitative methodologies, leaving gaps in our understanding. To address these limitations, this study employs an exploratory qualitative case study methodology. Conducted through in-depth interviews with 12 research assistants from state universities, this study investigates the impact of power distance perceptions on academicians’ silence behavior. The findings reveal that research assistants exhibit a heightened perception of power distance, leading to instances of inappropriate deference and a tendency to remain silent on critical issues, even when such silence is undesirable.

Suggested Citation

  • Aaron Cohen & Emrah Özsoy & Senem Nart & Sima Nart, 2024. "Does Injudicious Kindness Caused by Power Distance Lead to Organizational Silence Behaviors of Research Assistants?," Istanbul Business Research, Istanbul University Business School, vol. 53(1), pages 41-60, April.
    • Handle: RePEc:ist:ibsibr:v:53:y:2024:i:1:p:41-60
    DOI: 10.26650/ibr.2024.53.1284601
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    References listed on IDEAS

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    2. Xu Huang & Evert Van de Vliert & Gerben Van der Vegt, 2005. "Breaking the Silence Culture: Stimulation of Participation and Employee Opinion Withholding Cross-nationally," Management and Organization Review, International Association of Chinese Management Research, vol. 1(3), pages 459-482, November.
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