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

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Author Info

  • 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)

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    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.

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    Bibliographic Info

    Article provided by International Association of Chinese Management Research in its journal Management and Organization Review.

    Volume (Year): 1 (2005)
    Issue (Month): 3 (November)
    Pages: 459-482

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    Handle: RePEc:cmr:mor101:v:1:y:2005:i:3:p:459-482

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    Related research

    Keywords: Employee Involvement; Organizational Silence;

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