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.Employees are regarded as major sources of change, creativity, learning, and innovation, which are factors critical to the success of organizations. However, many employees choose not to voice their opinions and concerns about matters in their organizations. Morrison and Milliken (2000) proposed that when most members of an organization choose to keep silent about organizational matters, silence becomes a collective behavior, which is referred to as organizational silence. Organizational silence can have detrimental effects on decision-making and processes of change by blocking alternative views, negative feedback, and accurate information (cf. Bies and Tripp, 1999;Zand, 1972). As many organizations are now operating in a large number of culturally diverse countries, understanding and managing organizational silence cross-nationally would be of interest to both international scholars and international managers.In his seminal work on cultural dimensions, Hofstede (1991) asserted that, compared to people from countries with a small power distance culture, those from countries with a large power distance culture tend to take hierarchical inequalities for granted and are less likely to voice their concerns to their superiors in order Management and Organization Review 1:3 459-482 1740-8776
Many employees are underpaid relative to their country's level of wealth. In agreement with social identity theory principles extended to the national level, our 59-nation study uncovered that this form of wealth-referenced underpayment is associated with the proportion of working women. In countries with a relatively small or relatively large proportion of female workers, all workers are underpaid to the extent that merit pay and strikes are relatively rare. Payroll taxes, labour supply, unemployment rate, collective bargaining power, and the national wage gap could not disconfirm the results. We discuss how these country-level findings may innovate theory building on the impact of female worker proportion, merit pay, and strikes on payment in occupations, departments, and organizations.
Summary: This article investigates cross-country differences in economic growth rates from a psychological perspective. Based on social capital theory it is argued that 1) financial honesty and trust are positively correlated with each other when they are aggregated on a country level and that 2) a high level of financial honesty and trust in a given country reduces transaction costs and thus stimulates economic growth. Using data from the World-Value-Surveys in 1981 and 1990 these hypotheses are empirically confirmed. The influence of social capital (i.e., financial honesty and trust) on economic growth was robust and substantial even if a number of relevant variables like gross national product (GNP), urbanization, economic inequality or the proportion of agriculture in gross domestic product were controlled. Thus, it seems worthwhile for economic psychology to further explore the influence of psychological determinants (like trust and honesty) on macroeconomic variables like economic growth or wealth.
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