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YÖNETSEL SESSİZLEŞTİRME, HİYERARŞİK BİLGİ PAYLAŞIMI VE YENİLİKÇİ DAVRANIŞ ARASINDAKİ İLİŞKİLER ÜZERİNE GÖRGÜL BİR UYGULAMA

Year 2019, BOR Special Issue, 179 - 196, 22.03.2019
https://doi.org/10.18092/ulikidince.519054

Abstract

Çalışmada
yenilikçi iş davranışı üzerinde yönetsel sessizleştirme ve hiyerarşik bilgi paylaşımının
etkileri araştırılmıştır. Yönetsel sessizleştirme, yönetsel etkilere dayalı
olarak çalışanların hangi şekillerde sessizleştiklerini ya da sessiz
bırakıldıklarını konu edinmektedir. Kavramın dört boyuttan oluştuğu görülmüş ve
bu boyutlar ‘kaygısal sessizlik’, ‘kanıksanmış sessizlik, ‘önleyici sessizlik’
ve ‘hiyerarşik sessizlik’ olarak etiketlenmiştir. Hiyerarşik bilgi paylaşımı
ise bilginin hiyerarşik basamaklar arasında dikey ve düşey yönlü paylaşımı olarak
kavramsallaştırılmıştır. Dolayısıyla kavram iki boyutlu olarak ele alınmış ve
boyutlar, düşey ve dikey bilgi paylaşımı isimleriyle etiketlenmiştir. Yenilikçi
davranış ise işgören yenilikçi davranışı ve örgütün yenilikçi davranışı olarak
iki boyutta ele alınmıştır. Araştırma için veriler farklı sektörlerde çalışan
179 işgörendenelde edilmiştir. Veriler üzerinde güvenilirlik, geçerlilik,
korelasyon, açımlayıcı faktör analizi ve basit regresyon analizleri
uygulanmıştır. Analizler sonucunda yönetsel sessizleştirme alt boyutlarından
kaygısal sessizlik, kanıksanmış sessizlik ve önleyici sessizlik boyutlarının
yenilikçi iş davranışı üzerinde olumsuz etkileri olduğu gözlenmiştir. Bilgi
paylaşımı alt boyutlarının ise yenilikçi iş davranışı üzerinde yüksek düzeyde
olumlu etkilerinin olduğuortaya çıkmıştır. 

References

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  • Ashforth, B. E. ve Humphrey, Ronald H. (1997).The Ubiquity And Potency Of Labeling İn Organiza-tions. Organization Science, 8(1), 43-58.
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AN EMPIRICAL INVESTIGATION ON THE RELATIONSHIPS BETWEEN MANAGERIAL SILENCING, HIERARCHICAL KNOWLEDGE SHARING AND INNOVATIVE BEHAVIOR

Year 2019, BOR Special Issue, 179 - 196, 22.03.2019
https://doi.org/10.18092/ulikidince.519054

Abstract

In
this study, the effects of managerial silencing and hierarchical knowledge
sharing on innovative business behavior were investigated Managerial silencing construct
focuses on how people remain silent or are silenced based on the managerial
influences. The construct consists of four sub-dimensions and these dimensions
are labeled as ‘worrying silence’, ‘acquiescent silence’, ‘defensive silence’,
and ‘hierarchical silence’.
Hierarchical knowledge sharing involves
the horizontal and vertical flow of information between hierarchical steps
within an organization. Innovative business behavior is addressed in two
dimensions as employee innovative behavior and organization innovative
behavior. The data were obtained from 179 employees working in different
sectors and reliability, validity, correlation, exploratory factor analysis and
regression analysis were performed on the data.
As a result of the analyzes
it was found that the ‘worrying silence,’ ‘acquiescent silence’ and ‘defensive
silence’ have significantly negative effects on innovative work behavior. Moreover,
vertical and horizontal knowledge sharing has a significantly high positive effecti
on innovative business behavior.

References

  • Alparslan, A. M. ve Kayalar, M. (2012). “Örgütsel Sessizlik: Sessizlik Davranışları, Örgütsel ve Birey-sel Etkileri. Mehmet Akif Ersoy Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 4(6), 136-147.
  • Ardts, J. C., Van Der Velde, M. E. ve Maurer, T. J. (2010).The Influence Of Perceived Characteristics Of Management Development Programs On Employee Outcomes. Human Resource Deve-lopment Quarterly, 21(2), 411–434,
  • Ashforth, B. E. ve Humphrey, Ronald H. (1997).The Ubiquity And Potency Of Labeling İn Organiza-tions. Organization Science, 8(1), 43-58.
  • Bowen, F. ve Blackmon, K. (2003). Spirals of Silence: The Dynamic Effects of Diversity on Organiza-tional Voice. Journal of management Studies, 40(6), 1393-1417.
  • Brınsfield, C. H. (2009). Employee Silence: Investigation of Dimensionality, Development of Measu-res, and Examination of Related Factors, (Yayınlanmamış Doktora Tezi), Ohio State: Ohio State University, USA.
  • Bysted, R. (2013). Innovative Employee Behaviour: The Moderating Effects of Mental Involvement and Job Satisfaction on Contextual Variables. European Journal of Innovation Manage-ment, 16(3), 268-284.
  • Clapham, S. E. ve Cooper, R. W. (2005), Factors of Employees’ Effective Voice in Corporate Gove-rance. Journal of Management & Governance, 9(3-4), 287-313.Carmeli, A., Meitar, R. ve Weisberg, J. (2006). Self-Leadership Skills And Innovative Behavior At Work, International Journal of Manpower, 27, 75–90.
  • Conlee, M. C. ve Tesser, A. (1973). The Effects of Recipient Desire To Hear on News Transmission Sociometry, 36(4), 588-599.
  • Çakıcı, A. (2007). Örgütlerde Sessizlik: Sessizliğin Teorik Temelleri ve Dinamikleri. Ç.Ü. Sosyal Bilim-ler Enstitüsü Dergisi, 16 (1), 145-162.
  • Çakıcı, A. (2010). Örgülerde İşgören Sessizliği. Neden sessiz Kalmayı Tercih Ediyoruz?. Ankara: Detay Yayıncılık.
  • Daft, Richard L. (1978), A Dual-Core Model of Organizational Innovation, Academy of Management Review, 21, 193-210.
  • De Jong, J. ve Deane, N. D. H. (2008). Innovative Work Behavior: Measurement and Validation. EIM Business and Policy Research, 1-27.
  • De Long, D W. ve Fahey, L. (2000). Diagnosing Cultural Barriers to Knowledge Management. The Academy of Management Executive, 14(4), 113-127.
  • Demirel, Ö. ve Yeniçeri, Y. (2007). Örgüt İçi Bilgi Paylaşımına Yönelik Bireysel ve Örgütsel Engeller Üzerine Bir Araştırma. Selçuk Üniversitesi Karaman İİBF Dergisi, 12(9), 221-234.
  • Demirel, Y. ve Seçkin, Z. (2008).Bilgi ve Bilgi Paylaşımının Yenilikçilik Üzerine Etkileri. Çukurova Üni-versitesi Sosyal Bilimler Enstitüsü Dergisi, 17(1), 189-202.
  • Detert, James R. ve Edmondson, A. C. (2006).Everyday Failures in Organizational Learning: Explai-ning the High Threshold for Speaking Up at Work. Harvard Business School Working Paper Series, 6-24.
  • Doğan, Ö. (2007). Teknoloji Yönetimi ve Küresel Rekabet, Teknoloji Yönetimi. Bursa: Dora Yayınları.
  • Dutton, J. E., Ashford, S. J., Lawrence, K. A. ve Miner-Rubino, K. (2002). Red Light, Green Light: Ma-king Sense Of The Organizational Context For İssue Selling. Organization Science, 13(4), 355–369.
  • Dyne, L. V., Ang, Soon, B. ve Isabel C . (2003). Conceptualizing Employee Silence and Employee Vo-ice as Multidimensional Constructs. Journal of Management Studies, 40(6), 1359-1392.
  • Ellonen, R., Blomqvist, K. ve Puumalainen, K. (2008). The Role of Trust in Organisational Innovati-veness. European Journal of Innovation Management, 11(2), 160-181.Eraut, M. (2000). Non‐Formal Learning and Tacit Knowledge in Professional Work. British Journal of Educational Psychology, 70(1), 113-136.
  • Farrell, D. (1983). Exit, Voice, Loyalty, and Neglect as Responses to Job Dissatisfaction: A Multidi-mensional Scaling Study. Academy of Management Journal, 26(4), 596-607.
  • Hamel, Gary (2006). The Why, What and How ot Management Innovation, Harvard Business Review (Fehruary), 72-84.
  • Hansen, Morten T., Mors, M. L. ve Løvås, B. (2005). Knowledge Sharing in Organizations: Multiple Networks, Multiple Phases. Academy of Management Journal, 48(5), 776-793.
  • Hendriks, P. (1999). Why Share Knowledge? The Influence of ICT on The Motivation for Knowled-ge Sharing. Knowledge and Process Management, 6(2), 91-100.
  • Hippel, E. V. ve Krogh, G. V. (2003). Open Source Software and the “Private-Collective” İnnovation Model: Issues for Organization Science. Organization science, 14(2), 209-223.
  • Hİrschman, A. O. (1970). Exit, Voice, and Loyalty: Responses to Decline in Firms, Organisations, and States. Cambridge: Harvard University Press.
  • Ipe, M. (2003a). The Praxis of Knowledge Sharing in Organizations: A Case Study, Unpublished Doctoral Dissertation, Universty of Minnesota. Düzenleyen CIE 2009. International Confe-rence on IEEE. 6-9 Temmuz 2009.
  • Ipe, M. (2003b). Knowledge Sharing in Organizations: A Conceptual Framework. Human Resource Development Review, 2(4), 337-359.
  • Jamrog, J., Vickers, M. ve Bear, D. (2006). Building And Sustaining A Culture That Supports İnnova-tion. Human Resource Planning, 29(3), 9-19
  • Janssen, O. (2000). Job Demands, Perceptions Of Effort-Reward Fairness And Innovative Work Be-haviour. Journal of Occupational and Organizational Psychology, 73, 287-302.
  • Kish-Gephart, J. J., Detert, J. R., Treviño, L. K. ve Edmondson, A. C. (2009). Silenced by fear: The na-ture, sources, and consequences of fear at work. Research in organizational behavior, 29, 163-193.
  • Kleysen, R. F. ve Street, C. T. (2001). Toward A Multi-Dimensional Measure of Individual Innovative Behavior, Journal of Intellectual Capital, 2(3), 284-296.
  • Kogut, B. ve Zander, U. (1992). Knowledge of The Firm, Combinative Capabilities, and The Replica-tion of Technology” Organization Science, 3(3), 383-397.
  • Lam, A. (2000). Tacit Knowledge, Organizational Learning and Societal Institutions: An Integrated Framework. Organization Studies, 21(3), 487-513.
  • Lin, H. F. (2007). Knowledge Sharing and Firm İnnovation Capability: An Empirical Study. Internati-onal Journal of Manpower,28(3/4), 315-332.
  • Lıu, Dan, Wu, Jun, Ve Ma, Jiu-Cheng (2009). Organizational Silence: A Survey on Employees Wor-king in A Telecommunication Company. 39. In Computers ve Industrial Engineering,1647-1651).
  • Mİllİken, F. J. ve Morrison, E. W. (2003). Shades of Silence: Emerging Themes and Future Directi-ons for Research on Silence in Organizations. Journal of Management Studies, 40(6), 1563-1568.
  • Milliken, F. J., Morrison, E. W. ve Hewlin, P. F. (2003). An Exploratory Study Of Employee Silence: Issues That Employees Don’t Communicate Upward And Why. Journal of Management Studies. 40(6), 1453-1476.
  • Morrison, E. W. (2011). Employee Voice Behavior: Integration and Directions For Future Rese-arch. The Academy Of Management Review, 5(1), 373-412.
  • Morrıson, E. W. Ve Milliken, F. J. (2000). Organizational Silence: A Barrier to Change and Deve-lopment in A Pluralistic World. Academy of Management Review, 25(4), 706-725.
  • Morrison, E. W. Ve Milliken, F. J. (2003). Speaking Up, Remaining Silent: The Dynamics of Voice and Silence in organizations. Journal of Management Studies, 40(6), 1353-1358.
  • Nader, L. (2001). Breaking the Silence-Politics and Professional Autonomy. Anthropological Quar-terly, 75(1), 161-168.
  • Nıkolaou, I., Vakola, M. ve Bourantas, D. (2008).Who speaks up at work? Dispositional influences on employees' voice behavior. Personnel Review, 37(6), 666-679.
  • Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organization Scien-ce, 5(1), 14-37.
  • Nonaka, I. ve Takeuchİ, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create The Dynamics Of Innovation. Oxford University http://scholar.google.com.
  • Pıderıt, S. K. ve Ashford, S. J. (2003). Breaking Silence: Tactical Choices Women Managers Make in Speaking Up About Gender-Equity Issues. Journal of Management Studies, 40(6), 1477-1502
  • Pİnder, Craig C. Ve Harlos, Karen P. (2001). Employee Silence: Quiescence and Acquiescence as Responses to Perceived Injustice. In Research in Personnel and Human Resources Mana-gement, 20, 331-369.
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There are 72 citations in total.

Details

Primary Language Turkish
Journal Section Articles
Authors

Zeki Uçar

Publication Date March 22, 2019
Published in Issue Year 2019 BOR Special Issue

Cite

APA Uçar, Z. (2019). YÖNETSEL SESSİZLEŞTİRME, HİYERARŞİK BİLGİ PAYLAŞIMI VE YENİLİKÇİ DAVRANIŞ ARASINDAKİ İLİŞKİLER ÜZERİNE GÖRGÜL BİR UYGULAMA. Uluslararası İktisadi Ve İdari İncelemeler Dergisi179-196. https://doi.org/10.18092/ulikidince.519054

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