Cancel Culture As A Talent Management Shock: Psychological Safety, Internal Mobility, And Retention

Abstract

Purpose – This study examines how cancel-culture exposure disrupts internal talent flows through psychological safety and whether procedural justice and a diversity, equity, and inclusion (DEI) climate buffer it. Design/methodology/approach – Evidence integrates 12 quarters of HRIS/ATS records from 18 Indonesian foodservice firms, a three-wave time-lagged survey of 486 employees in 60 units, and 18 interviews using event-study, survival, multilevel structural equation, moderated-mediation, and thematic analyses. Findings – Exposure was associated with lower mobility pipeline activity and internal-move hazards and higher voluntary-exit odds and exit hazards. Psychological safety partially mediated the attitudinal relationships, while procedural justice and DEI climate weakened the exposure–safety pathway. Research limitations/implications – Residual time-varying confounding, complete-case analysis, and a sector-specific setting constrain causal and cross-context inference. Practical implications – HR leaders should combine incident monitoring, transparent procedures, protected voice, and inclusive communication. Social implications – Inclusive crisis responses can reduce fear-driven silence and indiscriminate career withdrawal. Originality/value – The study identifies cancel-culture exposure as an external-to-internal HR shock transmitted partly through psychological safety.