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

Year 2019, BOR Special Issue, 179 - 196, 22.03.2019

Zeki Uçar

https://doi.org/10.18092/ulikidince.519054

Cited By: 1

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. 

Keywords

Yönetsel Sessizleştirme, Yenilikçi İş Davranışı, , Hiyerarşik bilgi paylaşımı

AN EMPIRICAL INVESTIGATION ON THE RELATIONSHIPS BETWEEN MANAGERIAL SILENCING, HIERARCHICAL KNOWLEDGE SHARING AND INNOVATIVE BEHAVIOR

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.

Keywords

Managerial Silencing, Organizational Silence, Hierarchical Knowledge Sharing, Innovative Work Behavior

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