Employee voice in the Chinese context: a systematic review and future perspectives

Abstract

Purpose This study aims to advance the understanding of employee voice in China by comparing its antecedents and underlying mechanisms in domestic firms versus Western multinational enterprises (MNEs). By uncovering how explicit and implicit mechanisms – psychological, cognitive, cultural, resource-based and hierarchical factors – shape voice behavior and outcomes, this study conceptualizes voice as a strategic response to coercive, mimetic and normative pressures within China’s institutional environment via a new view of institutional theory. A multilevel framework illustrates how ambidextrous leadership and institutional adaptation overcome institutional inertia to enhance voice effectiveness, shaped by both global governance and local norms. Design/methodology/approach By using a content analysis of journal articles from 2010 to 2024, the authors applied co-word analysis and VOSviewer to map research trends and dynamics on employee voice in China. Findings By comparing domestic and foreign enterprises in China, this study maps out the key antecedents, such as high-power distance, psychological safety and leader–member relationships, as principal drivers. Within Western MNEs, leaders’ supportive responses foster employees’ self-identification, promoting both direct voice and indirect forms such as voice drifting or third-party voice. By categorizing explicit and implicit theories, this study synthesizes dominant mechanisms rooted in culture, psychology, cognition, emotional resources and leadership dynamics, which shape voice expression, voice endorsement, innovation and performance appraisal. Research limitations/implications In this section, the authors redefine employee voice as a strategic tool for MNEs operating within China’s highly institutionalized environment. The authors illustrate how coercive, mimetic and normative pressures in China influence both voice behavior and its effectiveness. The authors further delve into the underlying reasons for these institutional forces, linking them to the country’s path dependence. Building on this analysis, the authors propose a multilevel framework that highlights the role of ambidextrous leadership in bridging the technical and institutional domains to enhance the effectiveness of voice and foster innovation. Practical implications This passage outlines a multilevel framework for enhancing employee voice in MNEs operating in China. At the macro level, it emphasizes aligning voice mechanisms with regulatory changes, ESG goals and cultural sensitivities. At the meso level, it advocates for cross-functional coordination, KPI integration and formalized feedback channels to ensure accountability. At the micro level, it highlights the importance of training in structured communication and fostering a safe voice culture. Finally, it calls for institutional restructuring to support bottom-up feedback and emphasizes the need for MNEs to navigate external networks and overcome institutional inertia to expand voice opportunities. Originality/value Drawing on new institutional theory, the authors conceptualize a dynamic model of employee voice in China, outlining how it progresses from institutional embeddedness to organizational adoption in MNEs.

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