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1、AcademyofManagementJournal2011,Vol.54,No.3,461488.IMPLICITVOICETHEORIES:TAKEN-FOR-GRANTEDRULESOFSELF-CENSORSHIPATWORKJAMESR.DETERTCornellUniversityAMYC.EDMONDSONHarvardUniversityInfourstudies,weexamineimplicitvoicetheories—taken-for-grantedbeliefsaboutwhenandwhyspeakingupa
2、tworkisriskyorinappropriate.InStudy1,interviewdatafromalargecorporationsuggestthatfine-grainedimplicittheoriesunderliereluctancetovoiceevenpro-organizationalsuggestions.Study2surveydataaddressthegeneralizabilityoftheimplicittheoriesidentifiedinStudy1.Studies3and4developsurv
3、eymeasuresforfivesuchtheories,establishingthemeasures’discrimi-nantvalidityandincrementalpredictivevalidityforworkplacesilence.Collectively,ourresultsindicatethatimplicitvoicetheoriesarewidelyheldandsignificantlyaugmentexplanationofworkplacesilence.Upwardcommunicationisvita
4、ltothesuccessofpectationthatspeakingupwillhaveundesiredout-contemporaryorganizations.Byspeakinguptocomes,suchasharmtoonesreputationorimage,thosewhooccupypositionsthatarehierarchicallyreducedself-esteemoremotionalwell-being,orhigherthantheirown,employeescanhelpstemnegativewo
5、rkevaluationsandreducedopportuni-illegalandimmoralbehavior,addressmistreatmenttiesforpromotion(e.g.,Ashfordetal.,1998;Mil-orinjustice,andbringproblemsandopportunitieslikenetal.,2003).forimprovementtotheattentionofthosewhocanTwomajorapproachestothestudyofspeakingauthorizeact
6、ion.Employeesofalltypesandlevelsupinorganizationsexist.Thefirst,whichhasdom-confrontproblemsandformulateideaswhencar-inatedtheliterature,istopredicttheoccurrenceofryingoutday-to-dayactivitiesinorganizations;thisthisprosocial,potentiallyriskybehavior.Thisre-isthenatureofwork
7、inadynamicenvironment.searchhasamassedconsiderableevidenceaboutYet,evenwhentheybelievetheyhavesomethingtheindividualdifference,leaderbehavior,andor-usefultosay,peopleoftenchoosesilenceoverganizationalcontextantecedentsofvoice(e.g.,voice(speakingup[e.g.,Milliken,Morrison,&As
8、hfordetal.,1998;Detert&Burris,2007;LePine&Hewlin,2003;Ryan&Oestrich,1998]).Relucta
