Breaking the Silence Culture: Stimulation of Participation and Employee Opinion Withholding Cross-nationally

Xu Huang, Evert Van de Vliert, Gerben Van der Vegt

Research output: Contribution to journalJournal articlepeer-review

138 Citations (Scopus)

Abstract

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.

Original languageEnglish
Pages (from-to)459-482
Number of pages24
JournalManagement and Organization Review
Volume1
Issue number3
DOIs
Publication statusPublished - Nov 2005
Externally publishedYes

Scopus Subject Areas

  • Business and International Management
  • Strategy and Management

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