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dc.contributor.authorWynen, Jan
dc.contributor.authorKleizen, Bjørn
dc.contributor.authorVerhoest, Koen
dc.contributor.authorLægreid, Per
dc.contributor.authorRolland, Vidar
dc.PublishedWynen J, Kleizen B, Verhoest K, Lægreid P, Rolland V. Just keep silent… Defensive silence as a reaction to successive structural reforms. Public Management Review. 2020;22(4):498-526eng
dc.description.abstractEmployees frequently have ideas and opinions on the execution of tasks or on the organization itself. Yet, sometimes employees remain silent and withhold this valuable input from their organizations because they fear experiencing conflict or controversy, causing both performance and employee morale to suffer. This article tests to what extent such fear of speaking up, referred to as ‘defensive silence,’ is affected by the extent of successive structural reforms an organization endures. Analyses of Norwegian Staff Surveys and of a structural reform database show that repetitive structural reforms affect employee engagement in defensive silence.en_US
dc.publisherTaylor & Franciseng
dc.rightsAttribution-NonCommercial-NoDerivs CC BY-NC-NDeng
dc.titleJust keep silent… Defensive silence as a reaction to successive structural reformseng
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.rights.holderCopyright 2019 The Author(s)en_US
dc.source.journalPublic Management Review

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