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dc.contributor.authorDavidson, Tina
dc.contributor.authorVan Dyne, Linn
dc.contributor.authorLin, B.
dc.date.accessioned2017-12-02T14:53:30Z
dc.date.available2017-12-02T14:53:30Z
dc.date.issued2015
dc.identifier.urihttp://hdl.handle.net/20.500.12127/5335
dc.description.abstractIn general, reciprocal supervisor–subordinate relationships (high leader–member exchange relationships) provide a supportive context for employees to speak up. In China however, supervisor–subordinate relationships or guanxi are characterized by affective characteristics and hierarchical characteristics which may respectively facilitate and inhibit employee voice. We draw on Guanxi Theory to develop a model of differential effects of two dimensions of supervisor–subordinate guanxi (affective attachment to the supervisor and deference to the supervisor) on voice. Results of a multi-source, lagged field study demonstrated that the affective attachment to the supervisor dimension of guanxi facilitated and the deference to supervisor dimension of guanxi inhibited voice, when employees experienced low job control. We discuss ways these findings extend our understanding of the nature of supervisor–subordinate relationships, guanxi, and their impact on voice.
dc.language.isoen
dc.subjectPeople Management & Leadership
dc.titleToo attached to speak? It depends: How supervisor-subordinate guanxi and perceived powerlessness influence upward constructive voice
vlerick.conferencedate2015
vlerick.conferencenameOBH
vlerick.knowledgedomainPeople Management & Leadership
vlerick.typeconfpresConference Presentation
vlerick.vlerickdepartmentP&O
dc.identifier.vperid114890
dc.identifier.vperid188230
dc.identifier.vperid179526
dc.identifier.vpubid6590


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