The Risks and Rewards of Speaking Up: Managerial Responses to Employee Voice

By Ethan R. Burris. 2012

733 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/f192cc4b3d7361199701020d72ae532a7f7686a5

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Citations in the corpus

When Do Employees Speak up for Their Customers? A Model of Voice in a Customer Service Context (2013, background): “…the effect of voice on the voicer, such as performance evaluations (Grant et al., 2009; Whiting, Maynes, Podsakoff, & Podsakoff, 2012), intentions to quit and job search activities (Olson-Buchanan & Boswell, 2002), and salary progression and promotion (Burris, 2012; Seibert, Kramer, & Crant, 2001).”
The Bright Side of Being Prosocial at Work, and the Dark Side, Too: A Review and Agenda for Research on Other-Oriented Motives, Behavior, and Impact in Organizations (2016, background): “Employees earn respect for putting the interests of others first, and groups tend to reward loyalty and individual sacrifice (Burris, 2012; Hardy & Van Vugt, 2006; Willer, 2009).”
Rocking the Boat but Keeping It Steady: The Role of Emotion Regulation in Employee Voice (2013, background): “…spur employees to throw caution to the wind and voice their suggestions in an aggressive manner (Chiaburu et al., 2008; Kish-Gephart et al., 2009), leading managers to feel threatened by criticisms rather than receptive to constructive suggestions for improvement (Burris, 2012; Grant et al., 2009).”
Social networks and employee voice: The influence of team members' and team leaders' social network positions on employee voice (2016, background): “Further, given the important role of leaders in facilitating (or inhibiting) employee voice (Burris, 2012; Detert & Treviño, 2010) and recent research that highlights the benefits of leaders’ embeddedness in their team’s informal social networks (e.”
Employees’ Social Context and Change-Oriented Citizenship (2013, background): “Such comparisons are especially important given the risky nature of changeoriented citizenship and the increasing evidence that employees often remain silent or passive and withhold their ideas, information, and opinions (Burris, 2012; Ryan & Oestreich, 1991; Tangirala & Ramanujam, 2008).”
Silence is not Golden: Motivating Employee Voice through Inclusive Leadership (2020, background): “In addition, others are likely to view employees who engage in voice as more prosocial (Whiting et al., 2012), influential, and loyal (Burris, 2012).”
Leader reactions to follower proactive behavior: Giving credit when credit is due (2015, background): “…research indicating that leaders react differently to challenging forms of voice behavior by followers than they do to supportive forms of voice (i.e. Burris, 2012), our research suggests that the same follower proactive behavior may be viewed as challenging by one leader and supportive by another.”
The Social Consequences of Voice: An Examination of Voice Type and Gender on Status and Subsequent Leader Emergence (2017, methodology): “The limited research on the individual-level consequences of voice has focused almost exclusively onmanager performance evaluations andendorsements of voice (Burris, 2012; Grant, 2012; Howell et al., 2015;Whiting et al., 2012; Whiting, Podsakoff, & Pierce, 2008).”
LBS Research Online (2021, unknown): “The actual calculation of the quality score and the bids of other advertisers that the advertising auction algorithm uses to allocate advertising is a black box to the advertiser and researcher.”
Received Respect and Constructive Voice: The Roles of Proactive Motivation and Perspective Taking (2019, background): “Although proactive motivation (as a result of received respect) should relate to voice, interpersonal risks remain, such as the uncertainty surrounding a response or fear that others will not be receptive to one’s voice (Burris, 2012; Edmondson, 1999).”
A resources perspective on when and how proactive work behaviour leads to employee withdrawal (2019, result): “In support of these ideas, research has shown that proactivity can result in frictions between colleagues (de Vries, Jehn, & Terwel, 2012; Spychala & Sonnentag, 2011) and unfavourable responses both from peers (Urbach, Fay, & Lauche, 2016) and supervisors (Burris, 2012; Urbach & Fay, 2018).”
Transformational leadership and employee voice behavior : a Pygmalion mechanism. (2017, unknown): “, Tierney & Farmer, 2004) such as voice behavior (Burris, 2012; Morrison, 2011).”