The Field Guide › Paper
Qualitative follow-up to Morrison & Milliken (2000), this time from the employee perspective. Interviewed 40 employees about what they chose not to raise with managers and why. Found that the most common topics withheld were concerns about management behaviour and organisational direction — precisely the high-stakes, high-value information PS is meant to unlock. Fear of being labelled negatively and damaging the relationship were the dominant reasons for silence. The paper gives the employee-side account that the 2000 organisational-level paper lacked, and the two together form the empirical foundation for the silence literature.