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Title: Break the silence : do management openness and employee involvement raise employee vice worldwide?
Authors: Huang, X 
Van De, VE
Van Der , VG
Issue Date: 2003
Source: Academy of Management Annual Conference, Seattle, August 2003 How to cite?
Abstract: This article presents a study that examined whether nurturing a climate of management's openness and establishing formal employee involvement mechanisms in an organization will help reduce the levels of organizational silence. Despite the heightened rhetoric of open communication and employee empowerment, many employees choose to not voice their opinions and concerns about matters in their organizations. The findings of cross-cultural research show that employee empowerment in the forms of managers' open communication and employee involvement may not necessarily produce more positive work-related attitudes in countries with a larger power distance culture, because in these countries people tend to take hierarchy and the gap between the powerful and the powerless for granted. These findings suggest that management practices aiming at breaking silence in organizations may not work to the same extent across nations. Since employees in large power distance countries tend to accept actions of authority uncritically; they may be more reluctant to speak up even in the presence of management encouragement and formal involvement mechanisms. Systematic silence in organizations may have negative effects on organizational change and development in the increasingly competitive and globalized market.
Description: Best Paper
Appears in Collections:Conference Paper

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