“Have you heard!?” The narrative roots of organizational silence

This study complements existing longitudinal research on voice and silence in organizations by addressing how Implicit Voice Theories (IVTs)—for example, the belief that speaking up is risky—can spread and become deeply embedded in organizational culture. Based on a qualitative longitudinal study conducted over nearly 3 years at an automotive production site in Germany, 48 managers at various hierarchical levels were interviewed repeatedly, resulting in a total of 128 interviews. One specific event emerged as particularly significant, providing the basis for an abductive exploration of how IVTs disseminate within organizations. The findings highlight two key mechanisms: storytelling and Coactive Vicarious Learning (CVL). These processes contribute to shaping colleagues’ communication behavior in organizations, fostering a generalized tendency toward silence—persisting even years later and beyond those directly involved.