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Drawing on narrative accounts of French business school staff and faculty about their experiences and observations of actions taken by different organizational actors in response to a trigger event, we theorize the intricate connections between organizational practices conducive to sexism and the persistence of silence around such practices. Specifically, empirical investigation demonstrates how managerial practices such as the allocation of organizational tasks and valorization of individual contributions prompt organizational members to assume a variety of stances toward gender issues. The enactment of these stances in various interactions provokes organizational counteraction in the form of sanctions, the establishment of a hermetic and formulaic communication regime, and public reinforcement of meritocratic narratives. This results in silence around organizational sexism manifesting as a collective and …