Research Vault
What looks like new technology stands on decades of established science.
Last updated: October 2025
Purpose
This vault collects the foundational research behind Whisperline’s architecture and analytical depth. Whisperline is grounded in established science, not startup speculation: decades of work in organizational psychology, sociology, complexity science, and leadership theory. This page honors that lineage.
How to Use This Vault
Partners: Reference these citations when clients ask “is this evidence-based?”
Researchers: See how EAOS translates organizational psychology into operational practice.
Buyers: Verify the scientific foundation for yourself.
Emotional Structure & Organizational Emotions
Emotion isn’t noise. It’s signal with structure.
| Publication | Why It’s Relevant to Whisperline | Link |
|---|---|---|
| Elfenbein, H. A. (2023). Emotion in Organizations: Theory and Research. Annual Review of Psychology. | Comprehensive overview of emotion in organizations; establishes the scientific foundation for Whisperline’s 18‑dimensional emotional model. | Annual Review of Psychology |
| Oxford Research Encyclopedia of Business (2019). Emotions in Organizations. | Describes how emotions function as collective, structural forces rather than individual traits. Emotion has structure. | Oxford Research Encyclopedia |
| Coronado‑Maldonado, I., & Benítez‑Márquez, M.‑D. (2023). Emotional Intelligence, Leadership, and Work Teams. PMC Open Access. | Connects emotional intelligence to leadership effectiveness and group adaptation; supports Whisperline’s emotional–behavioral correlation model. | PMC Article |
| Ashkanasy, N. M., & Humphrey, R. H. (2011). Current Emotion Research in Organizational Behavior. Emotion Review. | Establishes the multi‑level model of emotion in organizations (individual, group, system) that informs Whisperline’s architecture. | SAGE / Emotion Review |
| Hareli, S., & Weiss, U. (2008). On the Social Influence of Emotion in Organizations. Research in Organizational Behavior. | Explores emotional contagion and social influence: mechanisms that Whisperline tracks via pattern analysis. | ScienceDirect |
| Barsade, S. G. (2002). The Ripple Effect: Emotional Contagion and Its Influence on Group Behavior. Administrative Science Quarterly. | Seminal paper on how emotions spread through groups; fundamental to Whisperline’s dynamic mapping of collective mood shifts. | JSTOR |
Sensemaking & Organizational Behavior Patterns
Organizations don’t just process information. They construct meaning.
| Publication | Why It’s Relevant to Whisperline | Link |
|---|---|---|
| Weick, K. E. (1995). Sensemaking in Organizations. Sage Publications. | Foundational text on how organizations construct meaning: the intellectual root of Whisperline’s behavioral signature vectors. | ResearchGate |
| Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the Process of Sensemaking. Organization Science. | Updates and extends sensemaking theory, adding process orientation; aligns with Whisperline’s real‑time narrative synthesis. | Organization Science |
| Maitlis, S., & Christianson, M. (2014). Sensemaking in Organizations: Taking Stock and Moving Forward. Academy of Management Annals. | Synthesizes 20 years of research on sensemaking; validates Whisperline’s reflective data‑to‑meaning process. | Academy of Management |
| Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and Sensegiving in Strategic Change Initiatives. Strategic Management Journal. | Classic article on how leaders construct and communicate meaning, central to Whisperline’s “mirror for leadership” framing. | Wiley Online Library |
| Sandberg, J., & Tsoukas, H. (2020). Sensemaking Reconsidered: Towards a Broader Understanding through Phenomenology. Organization Theory. | Integrates phenomenological perspective, reinforcing Whisperline’s reflective, context‑aware interpretation layer. | SAGE Journals |
Complexity, Systems, and Emergence
Prediction fails. Pattern recognition works.
| Publication | Why It’s Relevant to Whisperline | Link |
|---|---|---|
| Snowden, D. J., & Boone, M. E. (2007). A Leader’s Framework for Decision Making. Harvard Business Review. | Introduces the Cynefin framework for decision‑making under complexity, mirroring Whisperline’s context‑driven adaptability model. | HBR |
| Holland, J. H. (2000). Emergence: From Chaos to Order. Oxford University Press. | Foundational work on complex adaptive systems; supports Whisperline’s emergent theme clustering. | OUP |
| Merz, M. et al. (2022). Organizational Complexity in Big Science. PLOS ONE. | Studies adaptive strategies in complex systems. Echoes Whisperline’s mandate‑based governance model. | PMC |
| Kaur, H., et al. (2022). Sensible AI: Re‑Imagining Interpretability through Sensemaking Theory. arXiv. | Bridges AI explainability with human sensemaking, paralleling Whisperline’s reflective AI foundation. | arXiv |
| Stacey, R. D. (2010). Complexity and Organizational Reality. Routledge. | Examines unpredictability and nonlinear dynamics in organizations. The undercurrent cannot be measured by numbers. | Taylor & Francis |
Leadership, Emotion & Change
Change doesn’t fail from bad strategy. It fails from unread emotion.
| Publication | Why It’s Relevant to Whisperline | Link |
|---|---|---|
| Khaw, K. W., et al. (2022). Reactions Towards Organizational Change: A Systematic Review. PMC. | Analyzes emotional and behavioral reactions to change. Supports Whisperline’s behavioral‑pattern interpretation. | PMC |
| Brundin, E., & Gehres, K. (2022). Emotion in Strategic Management: A Review and Future Agenda. Long Range Planning. | Demonstrates how emotion influences strategic decision‑making, tying directly to Whisperline’s leadership reflection insights. | ScienceDirect |
| Edmondson, A. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace. Wiley. | Core framework for psychological safety; foundational to Whisperline’s emphasis on emotional safety in expression. | Wiley |
| Goffman, E. (1959). The Presentation of Self in Everyday Life. Anchor Books. | Explores front‑stage vs. back‑stage behavior: a sociological root of Whisperline’s “undercurrent” metaphor. | Internet Archive |
| Argyris, C., & Schön, D. A. (1978). Organizational Learning II. Addison‑Wesley. | Classic work on double‑loop learning, informing Whisperline’s adaptive, reflective change philosophy. | Google Books |
The Sociology of Voice and Silence
What people don’t say reveals more than what they do.
| Publication | Why It’s Relevant to Whisperline | Link |
|---|---|---|
| Morrison, E. W. (2014). Employee Voice and Silence. Annual Review of Organizational Psychology. | Defines conditions under which employees choose to speak up or stay silent: Whisperline’s central diagnostic domain. | Annual Review |
| Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). An Exploratory Study of Employee Silence. Journal of Management Studies. | Investigates organizational silence as a systemic phenomenon; the sociological backbone for Whisperline’s sensing model. | Wiley Online Library |
| Van Dyne, L., Ang, S., & Botero, I. C. (2003). Conceptualizing Employee Silence and Voice. Journal of Management Studies. | Provides typology of silence and voice behaviors; informs Whisperline’s emotional‑behavioral clustering logic. | Wiley Online Library |
| Detert, J. R., & Edmondson, A. C. (2011). Implicit Voice Theories. Academy of Management Journal. | Describes psychological barriers to speaking up, supporting Whisperline’s goal to make reflection safe. | Academy of Management |
Research Acknowledgment
Whisperline draws insight from decades of academic research. All referenced works are cited for attribution and context only. We are not affiliated with or endorsed by the scholars or institutions mentioned. No copyrighted material is reproduced. All interpretations are our own.