The study aimed to investigate the relationship between the prevailing organizational culture in Palestinian universities and the types of organizational silence and organizational voice prevalent among their employees. To achieve this purpose, the analytical descriptive approach and the questionnaire were used. The questionnaire was based on the organizational culture assessment tool developed by (Cameron & Quinn, 2006), and the (Van Dyne et al., 2003) , which measured organizational silence and organizational voice. The questionnaire was distributed in a stratified random manner to a sample of (301) respondents from the study population consisting of academics assigned to supervisory positions in all regular Palestinian universities in the West Bank, whose number was (548) employees. The study concluded that the culture of hierarchy is the dominant organizational culture, followed by the clan culture, then saturation, and finally the market culture. In addition, the silence of social responsibility was the most prevalent among employees, followed by the silence of approval and acceptance, and then the silence of self-protection. In addition, the study concluded that the voice of social responsibility was the most prevalent among employees, followed by the voice of self-protection, then the voice of approval and acceptance. Moreover, there was a correlation between the types of all organizational cultures and the negative types of both organizational silence and organizational voice (approval, acceptance, and self-protection). In addition, there was a correlation between some types of organizational cultures, and positive types of silence and organizational voice (social responsibility).