When employees face the choice of voice or silence: The moderating role of Chinese traditional culture values

This paper investigated how employees who have idea for their work issues choose to voice their concerns or remain silent, and how Chinese traditional culture values moderate this relation. Using a sample of 337 supervisor - subordinate dyad data collected in China, we found that Chinese traditional culture values influence the process in which employees choose to voice or remain silent. Specifically, power distance orientation, self-status perception and self-censor moderate the relationship between having idea and employee silence; power distance orientation moderated the relationship between having idea and employee voice. Practical suggestions about advancing internal network communication for reducing culture influence are provided.