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When and why do central employees speak up? An examination of mediating and moderating variables.
16 references·16 citing·47 second hopsampled
When and why do central employees speak up? An examination of mediating and moderating variables. (2010)When and why do central employees speak u…Leadership Behavior and Employee Voice: Is the Door Really Open? (2007)Leadership Behavior and Emplo…Development and Validation of an Internationally Reliable Short-Form of the Positive and Negative Affect Schedule (PANAS) (2007)Development and Validation of…Answers to 20 Questions About Interrater Reliability and Interrater Agreement (2007)Answers to 20 Questions About…Power, approach, and inhibition. (2003)Power, approach, and inhibiti…An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why* (2003)An Exploratory Study of Emplo…Managing the Unexpected: Assuring High Performance in an Age of Complexity (2002)Managing the Unexpected: Assu…On the dimensionality of organizational justice: A construct validation of a measure. (2001)On the dimensionality of orga…Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. (2000)Within-group agreement, non-i…Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions (2000)Multilevel Theory, Research, …Organizational Images and Member Identification (1994)Organizational Images and Mem…Alumni and their alma mater: A partial test of the reformulated model of organizational identification (1992)Alumni and their alma mater: …Social Identity Theory and the Organization (1989)Social Identity Theory and th…Development and validation of brief measures of positive and negative affect: The PANAS scales. (1988)Development and validation of…The Evolution of Cooperation (1981)The Evolution of CooperationExit, Voice and Loyalty: Responses to Decline in Firms, Organizations, and States. (1970)Exit, Voice and Loyalty: Resp…Work and motivation (1964)Work and motivationLaughing with me or laughing at me? The differential effects of leader humor expressions on follower status and influence at work (2022)Laughing with me or laughing …Employee Constructive Voice: An Integrative Review and a Dyadic Approach (2022)Employee Constructive Voice: …Happy to help, happy to change? A meta-analysis of major predictors of affiliative and change-oriented organizational citizenship behaviors (2021)Happy to help, happy to chang…Paternalistic leadership style, employee voice and creativity among entrepreneurs: empirical evidence from SMEs of a developing country (2020)Paternalistic leadership styl…Why Managers Do Not Seek Voice from Employees: The Importance of Managers’ Personal Control and Long-Term Orientation (2019)Why Managers Do Not Seek Voic…Voice resilience: Fostering future voice after non‐endorsement of suggestions (2019)Voice resilience: Fostering f…The Voice Bystander Effect: How Information Redundancy Inhibits Employee Voice (2018)The Voice Bystander Effect: H…Overcoming the fear factor: How perceptions of supervisor openness lead employees to speak up when fearing external threat (2016)Overcoming the fear factor: H…Entrepreneur’s paternalistic leadership style and creativity (2016)Entrepreneur’s paternalistic …The Importance of Ethical Leadership and Personal Control in Promoting Improvement-Centered Voice among Government Employees (2015)The Importance of Ethical Lea…Social networks and employee voice: The influence of team members’ and team leaders’ social network positions on employee voice (2015)Social networks and employee …Achieving more with less: Extra milers’ behavioral influences in teams. (2015)Achieving more with less: Ext…Core Self-Evaluations and Employee Voice Behavior (2014)Core Self-Evaluations and Emp…Statistical significance criteria for the rWG and average deviation interrater agreement indices. (2013)Statistical significance crit…Paternalistic leadership and employee voice: Does information sharing matter? (2013)Paternalistic leadership and …Voice behavior and work engagement: the moderating role of supervisor‐attributed motives (2012)Voice behavior and work engag…The genetical evolution of social behaviour. I (1964)The Market for "Lemons": Quality Uncertainty and the Market Mechanism (1970)The Evolution of Reciprocal Altruism (1971)An Integrative Model Of Organizational Trust (1995)The need to belong: Desire for interpersonal attachments as a fundamental human motivation. (1995)Not So Different After All: A Cross-Discipline View Of Trust (1998)The Social Psychology of Organizations. (1979)Leadership and Performance beyond Expectations (1987)TOWARD A STEWARDSHIP THEORY OF MANAGEMENT (1997)Does Doing Good Always Lead to Doing Better? Consumer Reactions to Corporate Social Responsibility (2001)The Social Identity Theory of Intergroup Behavior (2004)Statistical Theories of Mental Test Scores (1969)Intraclass correlations: Uses in assessing rater reliability. (1979)Review of Psychometric theory (2nd ed.). (1979)Emotional transmission in the classroom: Exploring the relationship between teacher and student enjoyment. 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(1990)Alternative Ways of Assessing Model Fit (1992)Justice at the millennium: A meta-analytic review of 25 years of organizational justice research. (2001)Antecedents and consequences of employee engagement (2006)Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations (2007)An Inventory for Measuring Depression (1961)Manual for the State-Trait Anxiety Inventory (1970)Stress, social support, and the buffering hypothesis. (1985)Behavioral inhibition, behavioral activation, and affective responses to impending reward and punishment: The BIS/BAS Scales. (1994)Individual differences in two emotion regulation processes: Implications for affect, relationships, and well-being. (2003)The benefits of being present: Mindfulness and its role in psychological well-being. (2003)The theory of planned behavior (1991)The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior (2000)Self‐determination theory and work motivation (2005)The Ripple Effect: Emotional Contagion and its Influence on Group Behavior (2002)THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META‐ANALYSIS OF PERSON–JOB, PERSON–ORGANIZATION, PERSON–GROUP, AND PERSON–SUPERVISOR FIT (2005)The proactive component of organizational behavior: A measure and correlates (1993)A Decade of System Justification Theory: Accumulated Evidence of Conscious and Unconscious Bolstering of the Status Quo (2004)Modernization, cultural change, and democracy the human development sequence (2005)
this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1988Development and validation of brief measures of positive and negative affect: The PANAS scales.31,356 cited
  • 1981The Evolution of Cooperation20,055 cited
  • 1970Exit, Voice and Loyalty: Responses to Decline in Firms, Organizations, and States.11,189 cited
  • 1964Work and motivation10,436 cited
  • 1989Social Identity Theory and the Organization7,973 cited
  • 1992Alumni and their alma mater: A partial test of the reformulated model of organizational identification5,770 cited
  • 2001On the dimensionality of organizational justice: A construct validation of a measure.5,743 cited
  • 1994Organizational Images and Member Identification4,912 cited
  • 2000Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions4,907 cited
  • 2007Answers to 20 Questions About Interrater Reliability and Interrater Agreement3,595 cited
  • 2000Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.3,573 cited
  • 2003Power, approach, and inhibition.3,425 cited
  • 2007Development and Validation of an Internationally Reliable Short-Form of the Positive and Negative Affect Schedule (PANAS)2,394 cited
  • 2007Leadership Behavior and Employee Voice: Is the Door Really Open?2,248 cited

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  • 2002Managing the Unexpected: Assuring High Performance in an Age of Complexity1,950 cited
  • 2003An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why*1,669 cited
  • Cited by

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    • 2015The Importance of Ethical Leadership and Personal Control in Promoting Improvement-Centered Voice among Government Employees108 cited
    • 2016Overcoming the fear factor: How perceptions of supervisor openness lead employees to speak up when fearing external threat107 cited
    • 2014Core Self-Evaluations and Employee Voice Behavior106 cited
    • 2018The Voice Bystander Effect: How Information Redundancy Inhibits Employee Voice102 cited
    • 2019Why Managers Do Not Seek Voice from Employees: The Importance of Managers’ Personal Control and Long-Term Orientation101 cited
    • 2012Voice behavior and work engagement: the moderating role of supervisor‐attributed motives96 cited
    • 2016Entrepreneur’s paternalistic leadership style and creativity90 cited
    • 2019Voice resilience: Fostering future voice after non‐endorsement of suggestions80 cited
    • 2022Employee Constructive Voice: An Integrative Review and a Dyadic Approach80 cited
    • 2015Achieving more with less: Extra milers’ behavioral influences in teams.78 cited
    • 2013Statistical significance criteria for the rWG and average deviation interrater agreement indices.68 cited
    • 2021Happy to help, happy to change? A meta-analysis of major predictors of affiliative and change-oriented organizational citizenship behaviors68 cited
    • 2020Paternalistic leadership style, employee voice and creativity among entrepreneurs: empirical evidence from SMEs of a developing country65 cited
    • 2022Laughing with me or laughing at me? The differential effects of leader humor expressions on follower status and influence at work62 cited