We thank Elaine Hatfield for providing us with several pre-publication materials that facilitated this research. Special thanks also go to Rod Kramer and three anonymous reviewers who provided substantial and constructive feedback and to Linda Johanson for her insightful editorial assistance.

Soliciting and incorporating employee voice is essential to organizational performance, yet some managers display a strong aversion to improvement-oriented input from subordinates. To help to explain this maladaptive tendency, we tested the hypothesis that managers with low managerial self-efficacy (that is, low perceived ability to meet the elevated competence expectations associated with managerial roles) seek to minimize voice as a way of compensating for a threatened ego. The results of two studies support this idea. In a field study (Study 1), managers with low managerial self-efficacy were less likely than others to solicit input, leading to lower levels of employee voice. A follow-up experimental study (Study 2) showed that: (a) manipulating low managerial self-efficacy led to voice aversion (that is, decreased voice solicitation, negative evaluations of an employee who spoke up, and reduced implementation of voice); and (b) the observed voice aversion associated with low managerial self-efficacy was driven by ego defensiveness. We discuss the theoretical and practical implications of these findings, as well as highlight directions for future research on voice, management, and leadership.

This research was completed as part of the author's doctoral dissertation at the University of Michigan. I wish to thank Dan Brass and the anonymous reviewers who provided invaluable advice and suggestions during the preparation of this article, and Linda Johanson for her insightful editorial assistance. I am also grateful for the many constructive comments offered by Chao Chen,

S ustaining innovation is a vital yet difficult task. Innovation requires the coordinated efforts of many actors to facilitate (1) the recombination of ideas to generate novelty, (2) real-time problem solving, and (3) linkages between present innovation efforts with past experiences and future aspirations. We propose that innovation narratives are cultural mechanisms that address these coordination requirements by enabling translation. Specifically, innovation narratives are powerful mechanisms for translating ideas across the organization so that they are comprehensible and appear legitimate to others. Narratives also enable people to translate emergent situations that are ambiguous or equivocal so as to promote real-time problem solving. With their accumulation, innovation narratives provide a generative memory for organizations that enable people to translate ideas accumulated from particular instances of past innovation to inform current and future efforts.

T his research investigates the relationship between virtual employees' degree of physical isolation and their perceived respect in the organization. Respect is an identity-based status perception that reflects the extent to which one is included and valued as a member of the organization. We hypothesize that the degree of physical isolation is negatively associated with virtual employees' perceived respect and that this relationship explains the lower organizational identification among more physically isolated virtual employees. In two field studies using survey methods, we find that perceived respect is negatively associated with the degree of physical isolation, and respect mediates the relationship between physical isolation and organizational identification. These effects hold for shorter-and longer-tenured employees alike. Our research contributes to the virtual work literature by drawing attention to physical isolation and the important but neglected role of status perceptions in shaping virtual employees' organizational identification. We also contribute to the literature on perceived respect by demonstrating how respect is affected by the physical context of work.