Author(s): Cem KAHYA
The aim of this study is to demonstrate the effects of the organizational conflict management on organizational silence and to help the organizational managers and management researchers in overcoming with the silent behavior in the organizations. In this study, Rahim's ROCI scale (1981) and the organizational silence scale of Van Dyne et al. (2003) were used to determine conflict management styles and organizational silence level in the organization. The research is a survey based on field survey and is conducted on 142 academics working at a public university. According to research results, while problem solving has a negative effect, avoiding has a positive effect on acquiscent silence. Also obliging and avoiding have a positive effects on defensive silence. Finally, there are no significant effects among organizational conflict management styles and prosocial silence.
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