(Comparison of the Effect of Perceived Organizational Support on Organizational Silence by Cabin Attendants of Two Airline Companies Adopting Different Competitive Strategies)

Abstract

Purpose – To reveal that organizational support perceived by cabin crews of airlines that adopt different competitive strategies has different effects on organizational silence and to contribute to the literature and the sector on the importance of sharing cabin crew's professional knowledge and experience with airline management Design/methodology/approach – The data obtained by applying a questionnaire to the cabin attendants of two airlines, which adopted different business models, was tested through SPSS 22 and AMOS 24 statistical programs. The analysis results obtained using structural equation modeling (SEM) confirmed the hypotheses of the research. Findings – The competitive strategy adopted by the airline company causes differentiation of the levels of organizational support and organizational silence perceived by cabin crew members. Perceived organizational support has more impact on the defensive and protective silence levels of the full-service carrier airline's cabin crews than the low-cost airline, while more on the accepting silence level of the low-cost airline's cabin crews. Discussion – The business model applied by the airline according to its competitive strategy, together with its organizational structure, organizational culture, and human resources practices, it affects the organizational support and organizational silence levels perceived by cabin crew members.