ORGANIZATIONAL SILENCE AND STRATEGIC CHANGE OF PLASTIC MANUFACTURING FIRMS IN RIVERS STATE

Abstract

This study investigated the influence of organizational silence on strategic change in plastic manufacturing firms in Rivers State, Nigeria, with organizational resilience as a moderating factor. 
The research specifically examined the effects of acquiescent, defensive, and prosocial forms of silence on change implementation, employee participation, and the success of strategic change initiatives. A correlational survey design was adopted, and data were collected using structured questionnaires administered to 36 managerial staff across 12 plastic manufacturing firms. The
reliability and validity of the instrument were ensured through Cronbach’s alpha analysis and expert review. Data analysis was conducted using multiple regression techniques with the aid of SPSS.
Findings revealed that acquiescent and defensive silence negatively affected the implementation of strategic change and employee participation, respectively, while prosocial silence positively influenced the success of strategic initiatives. Organizational resilience was found to moderate these relationships, enhancing the positive impact of prosocial silence. The study concludes that effective
management of organizational silence is critical for successful strategic change. Practical recommendations include fostering open communication, training leaders on psychological safety and change management, and leveraging prosocial silence constructively. The study provides valuable insights for managers seeking to enhance organizational adaptability, performance, and
competitive advantage in the Nigerian manufacturing sector