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 analyses it was found that the 'worrying silence', 'acquiscent silence' and 'defensive silence' have significantly negative effects on innovative work behavior. Moreover, vertical and horizontal knowledge sharing has a significantly high positive effect on innovative business behavior.

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