Conceptualizing Defensive Silence in Project-Manager-to-Project-Sponsor Communication

Abstract

Purpose - The purpose of this paper was to gain a greater understanding of fear-based information withholding in project-manager-to-project-sponsor-communication and to propose future research directions.Design/methodology/approach - The research consisted of a review of the literature related to the withholding of information in subordinate-to-superior communication and in project-manager-to-project-sponsor communication. Literature from project communication studies and literature from general communication theory was consulted.Findings - Using defensive silence theory as a conceptual framework, five research propositions specific to fear-based information withholding in project-manager-to-project-sponsor-communication are offered.Research limitations/implications - The study findings are limited to project-manager-to-project-sponsor-communication based upon fear. The study provides a foundation for further research in this area within the conceptual framework of defensive silence theory.Practical implications - The practical implication of this paper is that certain perceptions and behaviors of a project sponsor can be related to fear-based information withholding in project-manager-to-project-sponsor-communication.Originality/value - The originality of this paper is that it extends defensive silence theory into the realm of project-manager-to-project-sponsor-communication. The value of this paper is to provide a catalyst for subsequent empirical based research in order gain greater insight into fear-based information withholding in project-manager-to-project-sponsor-communication.