TY - JOUR
T1 - Breaking the Silence Culture
T2 - Stimulation of Participation and Employee Opinion Withholding Cross-nationally
AU - Huang, Xu
AU - Van de Vliert, Evert
AU - Van der Vegt, Gerben
N1 - Publisher copyright:
© 2005 The Authors
© International Association for Chinese Management Research 2005
PY - 2005/11
Y1 - 2005/11
N2 - We investigated the relationship between the national cultural value of power distance and collective silence as well as the role of voice-inducing mechanisms in breaking the organizational silence. Using data from 421 organizational units of a multinational company in 24 countries, we found that both formalized employee involvement and a participative climate encouraged employees to voice their opinions in countries with a small power distance culture. In large power distance cultures, formalized employee involvement is related to employee voices only under a strong perceived participative climate.
AB - We investigated the relationship between the national cultural value of power distance and collective silence as well as the role of voice-inducing mechanisms in breaking the organizational silence. Using data from 421 organizational units of a multinational company in 24 countries, we found that both formalized employee involvement and a participative climate encouraged employees to voice their opinions in countries with a small power distance culture. In large power distance cultures, formalized employee involvement is related to employee voices only under a strong perceived participative climate.
UR - http://www.scopus.com/inward/record.url?scp=70449415011&partnerID=8YFLogxK
U2 - 10.1111/j.1740-8784.2005.00023.x
DO - 10.1111/j.1740-8784.2005.00023.x
M3 - Journal article
AN - SCOPUS:70449415011
SN - 1740-8776
VL - 1
SP - 459
EP - 482
JO - Management and Organization Review
JF - Management and Organization Review
IS - 3
ER -