 Too attached to speak up? It depends: How supervisor–subordinate guanxi and perceived job control influence upward constructive voiceTina Davidson, Linn Van Dyne and Bilian Lin Organizational Behavior and Human Decision Processes, 2017, vol. 143, issue C, 39-53 Abstract: In general, reciprocal supervisor–subordinate relationships (high leader–member exchange relationships) provide a supportive context for employees to speak up. In China however, supervisor–subordinate relationships or guanxi are characterized by affective characteristics and hierarchical characteristics which may respectively facilitate and inhibit employee voice. We draw on Guanxi Theory to develop a model of differential effects of two dimensions of supervisor–subordinate guanxi (affective attachment to the supervisor and deference to the supervisor) on voice. Results of a multi-source, lagged field study demonstrated that the affective attachment to the supervisor dimension of guanxi facilitated and the deference to supervisor dimension of guanxi inhibited voice, when employees experienced low job control. We discuss ways these findings extend our understanding of the nature of supervisor–subordinate relationships, guanxi, and their impact on voice. Keywords: Supervisor–subordinate guanxi; Voice behavior; Job control (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:143:y:2017:i:c:p:39-53 DOI: 10.1016/j.obhdp.2017.07.002 Access Statistics for this article Organizational Behavior and Human Decision Processes is currently edited by John M. Schaubroeck More articles in Organizational Behavior and Human Decision Processes from Elsevier |
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