CENTRALIZATION AND COMMUNICATION OPPORTUNITIES CENTRALIZATION AND COMMUNICATION OPPORTUNITIES . ALISHER TOHIROVICH DEDAHANOV, CHOONGHYUN KIM, AND JAEHOON RHEE ALISHER TOHIROVICH DEDAHANOV, CHOONGHYUN KIM, AND JAEHOON RHEE Yeungnam University Yeungnam University We conducted a survey with 744 highly skilled full-time employees of South Korean We conducted a survey with 744 highly skilled full-time employees of South Korean organizations to examine the associations among 2 organizational factors, namely organizations to examine the associations among 2 organizational factors, namely centralization and communication opportunities, and 2 distinct forms of employee silence, centralization and communication opportunities, and 2 distinct forms of employee silence, namely acquiescent and prosocial silence. Confirmatory factor analysis and structural namely acquiescent and prosocial silence. Confirmatory factor analysis and structural equation modeling were performed to test our hypothesized model. The findings revealed that equation modeling were performed to test our hypothesized model. The findings revealed that centralization positively influenced employees’ acquiescent silence and that communication centralization positively influenced employees’ acquiescent silence and that communication opportunities positively impacted their prosocial silence. Theoretical and practical opportunities positively impacted their prosocial silence. Theoretical and practical implications, limitations, and future research directions are discussed. implications, limitations, and future research directions are discussed. Keywords: Keywords: centralization, communication opportunities, acquiescent silence, prosocial centralization, communication opportunities, acquiescent silence, prosocial silence, employee silence. silence, employee silence. In an organizational context, In an organizational context, silence silence is described as intentionally withholding is described as intentionally withholding job-related concerns and opinions (Van Dyne, Ang, & Botero, 2003). Employee job-related concerns and opinions (Van Dyne, Ang, & Botero, 2003). Employee silence may have several negative outcomes that harm organizational management silence may have several negative outcomes that harm organizational management because it negatively impacts innovation and exploration (Milliken & Lam, because it negatively impacts innovation and exploration (Milliken & Lam, 2009), decreases the benefits that can be obtained from a variety of opinions 2009), decreases the benefits that can be obtained from a variety of opinions (Harquail & Cox, 1993), may result in corruption (Ashforth & Anand, 2003), and (Harquail & Cox, 1993), may result in corruption (Ashforth & Anand, 2003), and reduces employee motivation and trust (Vakola & Bouradas, 2005). Therefore, it reduces employee motivation and trust (Vakola & Bouradas, 2005). Therefore, it is critical to explore the antecedents of employee silence in organizations in order is critical to explore the antecedents of employee silence in organizations in order to avoid its negative consequences. to avoid its negative consequences. SOCIAL BEHAVIOR AND PERSONALITY, 2015, SOCIAL BEHAVIOR AND PERSONALITY, 2015, 43 43(3), 481-492 (3), 481-492 © Society for Personality Research © Society for Personality Research http://dx.doi.org/10.2224/sbp.2015.43.3.481 http://dx.doi.org/10.2224/sbp.2015.43.3.481 481 481 Alisher Tohirovich Dedahanov, Choonghyun Kim, and Jaehoon Rhee, School of Business, Alisher Tohirovich Dedahanov, Choonghyun Kim, and Jaehoon Rhee, School of Business, Yeungnam University. Yeungnam University. This work was supported by the Year 2012 Yeungnam University Research Grant. This work was supported by the Year 2012 Yeungnam University Research Grant. Correspondence concerning this article should be addressed to: Choonghyun Kim or Jaehoon Rhee, Correspondence concerning this article should be addressed to: Choonghyun Kim or Jaehoon Rhee, School of Business, Yeungnam University, 214-1, Dae-Dong, Gyongsan City 712-749, Republic of School of Business, Yeungnam University, 214-1, Dae-Dong, Gyongsan City 712-749, Republic of Korea. Email: Korea. Email: sammsin2@naver.com sammsin2@naver.com or or jrhee@ynu.ac.kr jrhee@ynu.ac.kr AS PREDICTORS OF ACQUIESCENT OR PROSOCIAL SILENCE AS PREDICTORS OF ACQUIESCENT OR PROSOCIAL SILENCE