In:
Human Relations, SAGE Publications, Vol. 73, No. 11 ( 2020-11), p. 1563-1582
Abstract:
Endorsing employee voice is one thing; implementation of endorsed ideas is another. Although organizational research has paid increasing attention to examining managers’ psychological endorsement of employee voice, the factors that can affect managers’ actual implementation of endorsed employee voice remain unclear. Drawing on the theory of planned behavior, we develop a conceptual model of managerial voice implementation and conceptualize it as a manager’s planned behavior that is affected by the manager’s motivation, felt obligation, and perceived control in relation to implementation. We further apply social network approaches to explain how social network characteristics across multiple levels in the team (i.e. dyadic ties, network centrality, and network closure) can facilitate the manager’s psychological impetus for voice implementation – transforming endorsed voice into managerial practices in the workplace. Finally, we discuss the theoretical and practical implications of this manager-centric and social network-based framework of managerial voice implementation.
Type of Medium:
Online Resource
ISSN:
0018-7267
,
1741-282X
DOI:
10.1177/0018726719882999
Language:
English
Publisher:
SAGE Publications
Publication Date:
2020
detail.hit.zdb_id:
1492301-4
SSG:
3,2
SSG:
3,4
SSG:
5,2
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