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Title: Breaking the silence culture : stimulation of participation and employee opinion withholding cross-nationally
Authors: Huang, X 
Van De Vliert, E
Vegt, GVD
Issue Date: 2005
Publisher: Cambridge University Press published on behalf of The International Association for Chinese Management Research
Source: Management and organization review, 2005, v. 1, no. 3, p. 459-482 How to cite?
Journal: Management and organization review 
Abstract: 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.
ISSN: 1740-8776
EISSN: 1740-8784
DOI: 10.1111/j.1740-8784.2005.00023.x
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