Show simple item record

dc.contributor.advisor
dc.contributor.authorMetz A
dc.contributor.authorGunkel M
dc.date.accessioned2019-05-27T12:12:23Z
dc.date.available2019-05-27T12:12:23Z
dc.date.issued2018
dc.identifier.issn1096-4762
dc.identifier.urihttp://dx.doi.org/10.1002/tie.21880
dc.identifier.urihttp://hdl.handle.net/10863/9845
dc.descriptiononline firsten_US
dc.description.abstractExisting management literature on voice has primarily focused on examining who uses their voice and when it is used, ignoring why employees speak out and how they do so. We examine the conditions under which Chinese employees use their voice toward their German managers at German companies in Mainland China. The findings from our empirical study emphasize the importance of Chinese employees' personal identification with their German managers as a precondition for voice behaviors. Our results suggest that Chinese employees utilize indirect voice behavior in addition to direct voice behavior when interacting with their German managers. This indirect guanxi‐voice behavior has neither been recognized nor investigated in the literature. The theoretical and managerial implications of the results are discussed.
dc.languageEnglish
dc.language.isoenen_US
dc.titleChina speaks out: How and why Chinese employees use their voice toward German managersen_US
dc.typeArticleen_US
dc.date.updated2019-02-15T14:50:47Z
dc.language.isiEN-GB
dc.journal.titleThunderbird International Business Review
dc.description.fulltextnoneen_US


Files in this item

FilesSizeFormatView

There are no files associated with this item.

This item appears in the following Collection(s)

Show simple item record