Employee voice in the Asia Pacific

Wilkinson, Adrian; Sun, Jian‐Min; Mowbray, Paula K.

doi:10.1111/1744-7941.12274

Cited by 27 publications

(17 citation statements)

References 63 publications

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“…So far, employee silence has been examined in a rather limited scope of countries with South Asian and Arab countries recently complementing the traditional focus on Confucian Asian and Western countries (Hawass, 2016;Jain, 2015;Wilkinson et al, 2020). Studies comparing employee silence or voice across countries are almost absent (Morrison, 2014).…”

Section: Employee Silence and Its Underlying Motivesmentioning

confidence: 99%

International differences in employee silence motives: Scale validation, prevalence, and relationships with culture characteristics across 33 countries

et al. 2021

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Employee silence, the withholding of work-related ideas, questions, or concerns from someone who could effect change, has been proposed to hamper individual and collective learning as well as the detection of errors and unethical behaviors in many areas of the world. To facilitate cross-cultural research, we validated an instrument measuring four employee silence motives (i.e., silence based on fear, resignation, prosocial, and selfish motives) in 21 languages. Across 33 countries (N = 8,222) representing diverse cultural clusters, the instrument shows good psychometric properties (i.e., internal reliabilities, factor structure, and measurement invariance). Results further revealed similarities and differences in the prevalence of silence motives between countries, but did not necessarily support cultural stereotypes. To explore the role of culture for silence, we examined relationships of silence motives with the societal practices cultural dimensions from the GLOBE Program. We found relationships between silence motives and power distance, institutional collectivism, and KNOLL ET AL.

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Section: Employee Silence and Its Underlying Motivesmentioning

confidence: 99%

International differences in employee silence motives: Scale validation, prevalence, and relationships with culture characteristics across 33 countries

et al. 2021

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“…First, this study explores employees' voice in Chinese enterprises. However, it does not consider the Chinese culture of ‘guanxi’ and ‘mianzi’; future research should pay more attention to the unique factors of the Chinese context to explain employees' voice (Wilkinson, Sun and Mowbray 2020). Second, we did not pay attention to the mechanism of building trust relationships in interorganizational teams (Van der Werff and Buckley 2017).…”

Section: Discussionmentioning

confidence: 99%

Rational or emotional? Prohibitive voice of outsourced employees in a time trajectory perspective

Qin

Wang

Liu

et al. 2022

Asia Pac J Human Res

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Does outsourced employees' risk behavior depend more on rationality or emotion in temporary interorganizational project‐based teams? Combining trust‐related research and a time trajectory perspective, this study re‐examines the relationship between trust and outsourced employees' prohibitive voice in interorganizational project‐based teams. Two‐wave survey data were collected from 286 outsourced employees and their supervisors across 52 interorganizational teams in China. Empirical results show that outsourced employees' prohibitive voice depends more on cognition‐based trust than on affect‐based trust. With project execution time increases, the promoting effect of affect‐based trust on prohibitive voice shows an increase, while the impact of cognition‐based trust demonstrated little variation. Moreover, outsourced employees' perceptions of leader‐member exchange (LMX) differentiation mediates the moderating effect of project execution time on the relationship between affect‐based trust and prohibitive voice. However, the mediated moderation effect is not significant for cognition‐based trust. Theoretical and practical implications for project‐based team management are discussed.

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“…In addition, voice literature seems to have a Western bias, with many studies written by Western scholars with Western countries as the backdrop (Wilkinson et al, 2020). Studies of voice in Eastern countries are rare.…”

Section: Introductionmentioning

confidence: 99%

Exploring team collective voice: the case of software development teams in Vietnam

Hoang

Phan

Dong

et al. 2023

IJOTB

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PurposeThe team voice (TV) concept has been largely understudied, with different definitions and understandings among prior research creating confusion for readers and future researchers. This study proposes a unified definition and connotation of TV that captures TV's collective meaning and highlights TV's vital role in Eastern contexts.Design/methodology/approachThis study applied the constructivist grounded theory (CGT) methodology to collect and analyze qualitative data from Vietnam software companies. A total of 32 software development managers and employees were interviewed regarding TV behavior of the managers and employees.FindingsThe findings emphasize that TV should not be understood as team members' average or aggregate voice. Rather, TV should be understood as the shared voice of team members toward higher management, other teams or individuals in the organization in an attempt to challenge/change the status quo [team collective voice (TCV)]. The findings also reveal the characteristics of TCV (purpose, voicing and consensus mechanisms), TCV's different types and important roles in the context of an Eastern country operating under weak institutions.Originality/valueThis exploratory study was able to clarify different connotations of employee voice at the team level, which helps raise awareness among scholars on the collective nature of TV and guides successive researchers away from inconsistent understandings of the term. The study also reveals certain institutional conditions that foster this type of voice and suggests the employee voice concept should not be examined independently from the concept's institutional context. The proposed typology contributes comprehensively to this conceptual work of TCV as the topology reveals the concept's multidimensionality and aids future research on measurement construction.

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Employee voice in the Asia Pacific

Cited by 27 publications

References 63 publications

International differences in employee silence motives: Scale validation, prevalence, and relationships with culture characteristics across 33 countries

International differences in employee silence motives: Scale validation, prevalence, and relationships with culture characteristics across 33 countries

Rational or emotional? Prohibitive voice of outsourced employees in a time trajectory perspective

Exploring team collective voice: the case of software development teams in Vietnam

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