An Integrative Review of Employee Voice: Identifying a Common Conceptualization and Research Agenda
By Paula K. Mowbray, Adrian Wilkinson, Herman H. M. Tse. 2015
336 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/756b5484d4251117717bf5ffbdcdebf146da446d
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- Phillip M. Jolly
- L. Lee
- Adrian Wilkinson
- Zhou Jiang
- Xiaowen Hu
- Michael Barry
- Yuntao Bai
- Joseph T. Liu
In Social Psychology
- Phillip M. Jolly
- L. Lee
- Adrian Wilkinson
- Zhou Jiang
- Xiaowen Hu
- Joseph T. Liu
- Li Lin
- Ahmed Mohamed Elbaz
Citations in the corpus
- Silence is not Golden: Motivating Employee Voice through Inclusive Leadership (2020, background): “This is a significant gap in our understanding, considering that supervisors and managers play a crucial role in facilitating and encouraging employee voice (Mowbray et al., 2015).”
- Perceived leader behavioral integrity and employee voice in SMEs travel agents: The mediating role of empowering leader behaviors (2018, background): “Mowbray, Wilkinson, and Tse (2015) declared that interest in exploring employee voice has increased exponentially in recent years, and several scholars across various disciplines have recognized essential factors related to employees engaging in employee voice.”
- Employee-oriented HRM and voice behavior: a moderated mediation model of moral identity and trust in management (2018, background): “As ER and HRM scholars have noted in their criticisms, voice researchers focusing on the micro process (i.e. individual-level research) have not attended sufficiently to macro factors for voice (Mowbray et al., 2015).”
- Toward an integration of research on employee voice (2020, background): “How the Literatures Differ As a number of writers have noted, IR and OB voice research share a common intellectual foundation in Hirschman’s (1970) seminal exit, voice and loyalty framework (Bashshur and Oc 2014, Brinsfield, 2014; Mowbray et al, 2015).”
- Leveraging the employee voice: a multi-level social learning perspective of ethical leadership (2019, background): “it leads to risk in interpersonal relationships or team conflict (Liang et al., 2012; Maynes & Podsakoff, 2014; Mowbray et al., 2015).”