The hierarchy of voice framework: The dynamic relationship between employee voice and social hierarchy

Pfrombeck, Julian; Levin, Chloe; Rucker, Derek D.; Galinsky, Adam D.

doi:10.1016/j.riob.2022.100179

Cited by 17 publications

(11 citation statements)

References 198 publications

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“…Voice The effects of hierarchy on the "voice" of individuals within an organisation is a key aspect (Pfrombeck et al 2023) of Organisational Behaviour (OB) research. A steep (Hussain et al 2019) hierarchy can have a negative effect on voice by reducing the variety of perspectives (Anderson and Brown 2010) in higher levels, or positive effect where decisions can be made quickly.…”

Section: Related Workmentioning

confidence: 99%

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Temporal Network Analysis of Email Communication Patterns in a Long Standing Hierarchy

Barnes,

Karan,

McQuistin

et al. 2024

ICWSM

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An important concept in organisational behaviour is how hierarchy affects the voice of individuals, whereby members of a given organisation exhibit differing power relations based on their hierarchical position. Although there have been prior studies of the relationship between hierarchy and voice, they tend to focus on more qualitative small-scale methods and do not account for structural aspects of the organisation. This paper develops large-scale computational techniques utilising temporal network analysis to measure the effect that organisational hierarchy has on communication patterns throughout an organisation, focusing on the structure of pairwise interactions between individuals. To this end, we focus on one major organisation as a case study --- the Internet Engineering Task Force (IETF) --- a major technical standards development organisation for the Internet. A particularly useful feature of the IETF is a transparent hierarchy, where participants take on explicit roles (e.g., Area Directors, Working Group Chairs), and because its processes are open we have visibility into the communication of people at different hierarchy levels over a long time period. Exploiting this, we utilise a temporal network dataset of 989,911 email interactions among 23,741 participants to study how hierarchy impacts communication patterns. We show that the middle levels of the IETF are growing in terms of their dominance in communications. Higher levels consistently experience a higher proportion of incoming communication than lower levels, with higher levels initiating more communications too. We find that, overall, communication tends to flow "up" the hierarchy more than "down". Finally, we find that communication with higher-levels is associated with future communication more than for lower-levels, which we interpret as "facilitation". We conclude by discussing the implications this has on patterns within the wider IETF and the impact our analysis can have for other organisations.

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Section: Related Workmentioning

confidence: 99%

“…In the field of Organisational Behaviour (OB, Pfrombeck et al 2023) there is a concept known as the "voice", which is conceptualised as the ability for an employee of an organisation to "speak up", i.e give their opinion. There is an area of OB research which has a keen interest in how hierarchy affects the "voice" of individuals.…”

Section: Introductionmentioning

confidence: 99%

Temporal Network Analysis of Email Communication Patterns in a Long Standing Hierarchy

Barnes,

Karan,

McQuistin

et al. 2024

ICWSM

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“…Assertiveness can be defined as the ability to speak up, which is critical for organizational and individual success (Pfrombeck et al, 2023). It encompasses everyone having the right to respect and speak up for themselves, as stated in the Assertiveness Theory (Alberti & Emmons, 2001), so people need to learn how to be assertive.…”

Section: Assertiveness Theorymentioning

confidence: 99%

Assertiveness Behavior and Organizational Climate Among Workers in a Multinational Company in Malaysia

Thangal

Sham

2023

E-BPJ

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This study empirically analyses the relationship between the dimensions of assertiveness behavior with organizational Climate among workers in a multinational company in Malaysia. Hence, this study was conducted to determine the potential effects of assertiveness behavior on organizational Climate. A total of 57 respondents were chosen to participate in this study based on the quantitative approach. Two methods were used as part of the measurements, including The Rathus Assertiveness Schedule, which measures the assertiveness dimensions mentioned in this study. The questionnaire will then be used to measure the organizational Climate. Interestingly, the organizational climate level shared different results. Keywords: Assertiveness, Organizational Climate, Multinational Company eISSN: 2398-4287 © 2023. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under the responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians/Africans/Arabians), and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. DOI: https://doi.org/10.21834/ebpj.v8i23.4473

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“…Corporate social responsibility (CSR), as a social and community development tool [ 1 , 2 ], is defined as “the discretionary allocation of corporate resources to improving social welfare that serves as a means of enhancing relationships with diversified stakeholders” [ 3 ]. Over seven decades of its history, most studies have focused on the firm level based on CSR analysis [ 4 , 5 ]; however, recent reviews and empirical studies have highlighted the need for more theoretical and empirical evidence by highlighting significant knowledge gaps in the growing body of literature that addresses the role of individual stakeholder groups at the micro-level based on CSR analysis [ 6 , 7 ].…”

Section: Introductionmentioning

confidence: 99%

“…As internal stakeholders, they possess more reliable information regarding a company's economic, social, and environmental practices than other stakeholders [ 4 , 5 , 13 ]. They can understand the organizational intention to engage in CSR by examining firms' attitudes, actions, and cultures more accurately [ 7 , 12 , 14 ].…”

Section: Introductionmentioning

confidence: 99%

How and when community-oriented-corporate social responsibility affects employee societal behavior: A moderated-mediated model

Mahmud,

Ali,

Ashanuzzaman

et al. 2023

Heliyon

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The hierarchy of voice framework: The dynamic relationship between employee voice and social hierarchy

Cited by 17 publications

References 198 publications

Temporal Network Analysis of Email Communication Patterns in a Long Standing Hierarchy

Temporal Network Analysis of Email Communication Patterns in a Long Standing Hierarchy

Assertiveness Behavior and Organizational Climate Among Workers in a Multinational Company in Malaysia

How and when community-oriented-corporate social responsibility affects employee societal behavior: A moderated-mediated model

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