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Organisationales Schweigen und Innovation

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Kreativität, Innovation, Entrepreneurship

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Zussamenfassung

Dieses Kapitel widmet sich dem Konzept des organisationalen Schweigens und seiner Bedeutung für die Innovationsfähigkeit von Organisationen. Dabei wird zuerst das Konzept definiert und von verwandten Konzepten wie beispielsweise Voice Behavior abgegrenzt. Danach wird anhand empirischer Befunde gezeigt, dass Mitarbeiter häufig Ideen oder von der Unternehmenspolitik abweichende Meinungen verschweigen und dass Angst aber auch andere Gründe wie Resignation oder Desinteresse dabei eine wichtige Rolle spielen. Danach werden empirische Befunde zu den Bedingungen organisationalen Schweigens angeführt, zu denen verschiedene Aspekte der Führung, organisationale Bedingungen wie z. B. die Organisationskultur, die Qualität der Beziehung zwischen Organisation und Mitarbeiter sowie einprägsame, während der organisationalen Sozialisation erhaltene Botschaften und erlebte Schlüsselereignisse gehören. Anhand verschiedener Diskussionspunkte werden Ausrichtungen für die künftige Forschung auf diesem noch recht jungen Feld aufgezeigt und mit einigen ersten praktischen Hinweisen komplettiert.

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Authors and Affiliations

  1. Universität Mannheim, Schloss Ehrenhof Ost, 68131, Mannheim, Deutschland

    Alexander Pundt

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  1. Alexander Pundt
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Correspondence to Alexander Pundt .

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  1. Klagenfurt/Celovec, Austria

    Diana E. Krause

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Pundt, A. (2013). Organisationales Schweigen und Innovation. In: Krause, D. (eds) Kreativität, Innovation, Entrepreneurship. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-02551-9_14

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  • DOI: https://doi.org/10.1007/978-3-658-02551-9_14

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