Breaking the Silence Culture: Stimulation of Participation and Employee Opinion Withholding Cross-nationally
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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Volume (Year): 1 (2005)
Issue (Month): 3 (November)
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