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

Xu Huang, Evert Van de Vliert and Gerben Van der Vegt
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Xu Huang: The Hong Kong Polytechnic University
Evert Van de Vliert: The Hong Kong Polytechnic University
Gerben Van der Vegt: The Hong Kong Polytechnic University

Management and Organization Review, 2005, vol. 1, issue 3, 459-482

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.

Keywords: Employee Involvement; Organizational Silence (search for similar items in EconPapers)
JEL-codes: M10 (search for similar items in EconPapers)
Date: 2005
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Citations: View citations in EconPapers (14)

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