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 language | English |
|---|---|
| Pages (from-to) | 459-482 |
| Number of pages | 24 |
| Journal | Management and Organization Review |
| Volume | 1 |
| Issue number | 3 |
| DOIs | |
| Publication status | Published - Nov-2005 |