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A review of previous studies on the voices of employees and knowledge workers clarifies that paying attention to employees' voice is critical in human resource management. However, limited studies have been conducted on it, and much less emphasis has been placed compared to other human resource management activities such as human resource planning. Therefore, the voice of knowledge employees has been one of the critical issues that have attracted a great deal of attention recently. Nonetheless, there is no evidence of various comprehensive and integrated voice mechanisms. As a result, this study aims to design knowledge workers' voice patterns in knowledge-based companies specialising in information and communication technology (ICT) in Iran in May and June 2020.

This study is a qualitative grounded theory research. We collected the data from a target sample of 15 experts in knowledge-based ICT companies using in-depth semi-structured interviews. Since all the participants had practised the employee voice process, they were regarded as useful data sources. Data analysis was also performed using three-step coding (open, axial and selective) by Atlas T8, which eventually led to identifying 14 components and 38 selected codes. We placed identified components in a paradigm model, including Personality Characteristics, Job Factors, Economic Factors, Cultural Factors, Organisational Policies, Organisational Structure, Climate Of Voice in the Organisation, Management Factors, Emotional Events, Communications and Networking, Contrast and Conflict and, etc. Then, the voice pattern of the knowledge staff was drawn.

The results showed that constructive knowledge voice influences the recognition of environmental opportunities and, additionally, it helps the competitive advantages among the employees. By forming the concept of knowledge staff voice, it can be concluded that paying attention to knowledge staff voice leads to presenting creative solutions to do affairs in critical situations. The presentation of these solutions by knowledge workers results in the acceptance of environmental changes, recognition and exploitation of new chances and ideas, and sharing experiences in Iranian knowledge-based companies.

Strengthening and expanding the voice of employees in knowledge-oriented companies can pave the way to growth and development towards a higher future that prevents the waste of tangible and intangible assets.

Companies' ability to engage in knowledge workers is a vital factor in human resource management and strategic management. However, the employee voice has not been involved integrally in the context of corporate.

Covid-19 pandemic is perceived as one of the great disasters in history. It forced countries to impose travel restrictions and lockdowns, and it negatively influenced hotels’ performance. Therefore, this article aims to provide explanations of how hotels can survive, recover and succeed in the post-pandemic period. This article focuses on the role of employee voice, knowledge sharing, and employee innovation in promoting service recovery performance.

This is a conceptual paper that focuses on discussing the relationships between employee voice, knowledge sharing, employee innovation, and service recovery performance.

The study suggests that employee voice is a vital element that can enhance knowledge sharing at hotels. Furthermore, knowledge sharing is proposed to encourage employees to engage in innovative behavior, which, in turn, can promote service recovery performance.

The study provides a framework that explains a mechanism of how hotels can accelerate recovery efforts from Covid-19 repercussions by shedding light on the important role of employee voice, knowledge sharing, and employee innovation.

Drawing on the self-consistency theory, this study aims to test a model where employees' supervisor-based self-esteem (SBSE) is positively related to their promotive and prohibitive voice and mediate the positive relationship between leader–member exchange social comparison (LMXSC) of an employee's promotive and prohibitive voice, but only for local rather than migrant workers.

To test the study hypotheses, multi-source data were collected from 341 matched supervisor–supervisee dyads working in a diverse range of organizations in the Kingdom of Saudi Arabia.

As predicted, employees' SBSE is positively related to their promotive and prohibitive voice and mediates a positive relationship between their LMXSC and their promotive and prohibitive voice, but only for local workers. The study findings support the self-consistency theory perspective on LMX and provide new insight into the “dark side” of migrant working – a lack of voice.

This study responds to calls for more research that explores the roles played by macro-environmental factors on employees' voice. Implications for theory and practice are discussed.

Organizations have widely adopted enterprise social media (ESM) to realize workplace communication visibility linked to employee knowledge management and in-role job performance. Managers still face challenges in understanding whether communication visibility in the workplace stimulates employee extra-role voice behavior. In this study, self-regulation theory is applied to explore the mediating role of feedback-seeking on the association between communication visibility and employee voice.

A questionnaire survey was carried out on 219 working professionals in China who use ESM in their respective organizations.

Results show that employee feedback inquiry considerably mediates the relationship between communication visibility and voice. However, employee feedback monitoring shows no mediating role.

Practitioners and managers must pay greater attention to the effects of communication visibility on employee extra-role voice behavior. In addition, when adopting ESM, employee self-regulation strategies can be implemented to gain the value of communication visibility.

This study presents the relationships among communication visibility, feedback-seeking and employee voice. Knowledge of communication visibility is extended by exploring its effects on employee voice. The current study also reveals the mediating mechanism underlying the associations between communication visibility and employee voice based on self-regulation theory.

The paper seeks to addresses the ethically and strategically important question: “How can managers sustain the equality of employee voice in a dynamic environment?”.

To address the above question, this paper conceptually integrates two theoretical streams that are prominent in their respective traditions: Amartya Sen's capabilities approach (SCA) in the economics and ethics literature and the dynamic capabilities approach (DCA) in strategic management.

Adapting SCA, this paper conceptualizes “voice” as employees' “capability” or “freedom” to achieve what they morally “value” in an organization, and “justice” as the equality of employee voice. Following DCA, it outlines a framework for “dynamic capability” (“voice management capability”) building by managers. It describes the processes by which executives leverage their knowledge to find new ways of creating equality in employee voice and continually remedy inequities in a changing environment. The creation of paths during the discovery of such processes and the subsequent path dependence can influence the persistence of employee voice equality.

The paper is unique in that it extends Sen's notion of “equality of individual capabilities” to employee voice. Although SCA overcomes several flaws in the competing ethics theories, it remains seriously underexplored in organizational analysis. DCA is valuable in explaining how the equality in employee voice can be sustained over time. The equality of employee voice is important not only because of its moral implications but also because of its potential desirable consequences (e.g. employee trust, commitment, and loyalty).

The paper seeks to report on the results of a regional survey of public sector HR and union representatives' views and experiences of employee voice techniques in the workplace.

The research was based on a descriptive survey and subsequent statistical analysis of significant difference between HR and union representatives in terms of their views on the aims and efficacy of various forms of employee voice initiatives.

A broad range of employee voice mechanisms, both direct and indirect, was identified, many running concurrently, across the sample organisations. The European Union was identified as a significant influence in encouraging voice initiatives in the workplace.

The research, whilst engaging with the views and experiences of representatives from a larger group of organisations, will require subsequent case study research to investigate some of the findings in greater depth.

There are clear implications for management in terms of the potential effect of EU regulations around involvement and participation. There is also evidence that the unions are not being marginalized by more individually‐focused voice initiatives but, conversely, some union representatives' lack of knowledge of the regulations could hamper union long‐term voice strategies.

The paper applies existing employee voice case study theory to a broader range of organisations through a survey approach, whilst demonstrating the practical application of those concepts and models to increase one's knowledge of employee voice techniques currently in use in the public sector.

Purpose of This Chapter: This chapter aims to clarify how employee voice (EV) is conceptualized in the extant literature. Then, the present chapter develops a model of EV based on previous studies from 1970 to 2022.

Design / Methodology / Approach: In all, 53 articles were investigated in this study – the focus was on articles in the field of management. The target articles were limited to those which were written in English and were indexed by the Web of Science (WOS).

Findings: The concepts related to EV have been presented in five main dimensions. The content analysis results revealed a theoretical agreement over the central elements reflecting an integrated description of EV.

Research Limitations: The study was limited to the sources published in the WOS database, which could affect the scope of findings.

Research Implications: The conclusion showed that EV is a multi-dimensional, emerging field that has been undergoing a definitional debate in the literature. This concept indicates an ongoing responsibility for the public’s benefit, welcomes different financial activities to supply market forces’ requirements, and investigates society’s existing demands.

Originality: It represents the first attempt to conduct an EV systematic literature review based on the definition of key factors and the complex relations in a typical EV process. Also, according to the review of selected articles from 1970 to 2022, there has been no coherent conceptualization of employees’ voices.

This study seeks to investigate the multidimensionality person‐group (PG) fit. It first aims to examine values‐based, personality‐based, and KSA‐based fit as distinct PG fit dimensions. It then also aims to examine fit as an aggregate construct (each dimension combines to form a latent PG fit construct), and as a superordinate construct (an overarching assessment of compatibility drives the individual fit dimensions). It also aims to propose that the distinct dimensions or the overall perception predict commitment to team, employee voice, and knowledge sharing, resulting in a final outcome of employee task performance.

Data were collected using longitudinal survey methodology from three different sources (793 employees, their supervisors and the Human Resources department) in a manufacturing firm in Korea. The various models were evaluated using structural equation modeling.

The distinct dimensions model, in which values‐based fit predicted commitment to the team, personality‐based fit predicted voice behaviors, and KSA‐based fit predicted knowledge sharing, was mostly supported. Each of these intermediary factors predicted supervisors' ratings of individual task performance. Although each dimension had unique impact on the outcomes, results suggested that a superordinate PG construct might be driving the more specific fit assessments. The aggregate model was not supported.

This study is the first to show how different dimensions of PG fit may differentially influence affect and behavior, to predict task performance. It also shows the first evidence for PG fit as a superordinate multidimensional construct. Results provide a basis for new knowledge regarding the multi‐faceted relationship between fit perceptions and outcomes.

Internal aspects of public sector branding have received limited attention in existing research. The purpose is to examine, firstly, how public managers experience and handle the tension between empowering employees to be dedicated brand ambassadors while at the same time regulating their voice, and secondly, to outline some implications of aligning employee voice with the organization's brand, especially for the public interest.

The study is based on two sources of data. The first includes official admission statistics for high schools in Oslo, Norway, for 2018/2019. Schools in Oslo, a city which has introduced a competitive secondary education market, fall into three admission levels based on points necessary for entry. The second source is semi-structured interviews with principals in 15 high schools on different admission levels.

Most of the principals were concerned about how marketization of the high schools leads to a skewed distribution of students and an increasing divide between ‘good’ and ‘bad’ schools, but signalled market adaptation through their handling of employee voice. Due to reputation and branding concerns in the competition for students and funding, voice restrictions, not brand ambassadorship, was the preferred strategy to ensure brand alignment. The consequence of this strategy, the paper argues, is public silence at the expense of the public interest.

Not interviewing teachers or middle managers may be seen as a limitation, but principals were chosen as they are the main decision makers and strategists in high schools. Using a qualitative research design may be a limitation, but this design was chosen as it seems appropriate in order to uncover the school executives' perceptions, experiences and thoughts.

Selling the brand to employees and enabling them to further sell it to external stakeholders is an enticing ideal but perhaps less possible to implement in reality for public sector organizations facing strong market mechanisms because the concern for the brand image takes precedence. Public sector managers should exercise care when managing employee voice so as to not negatively influence employees’ commitment to the brand. They should also be aware of the implications of voice restrictions for the public interest. Public silence may cause a less informed public with limited possibilities to make informed school choices and knowing how money is spent.

The present study is among the first to explore internal aspects of public sector branding. Researching the position of employee voice in brand alignment strategies is a novel contribution. The study is unique in its focus on the implications of branding for the public interest.

This study examines the serial mediation mechanism between paternalistic leadership and innovative work behavior through the leader–member exchange (LMX) and employee voice behavior. Particularly, this study utilized the social exchange theory to investigate the indirect effect of three distinct dimensions of paternalistic leadership style on innovative work behavior through LMX and employee voice behavior.

Self-reported questionnaires were used to collect data from 397 employees in Pakistan. Hypotheses were tested using structural equation modeling (SEM).

The two dimensions of paternalistic leadership were significantly related to LMX. LMX had a significant effect on employee voice behavior that was further related to innovative work behavior. The findings also support the mediating role of LMX between authoritarian and moral leadership and employee voice. Further, LMX and employee voice boosted the indirect relationship between moral leadership and innovative behavior. However, authoritarian leadership demonstrated a significant but negative indirect effect on innovative behavior through LMX and employee voice.

The organizational members need to encourage a high LMX and voice behavior to enhance the positive effects of benevolent and moral leadership styles on innovative employee behaviors. Contrarily, they need to discourage authoritarian leadership if they want to enhance innovative work behavior through LMX and employee voice. Furthermore, when leaders provide a safe environment to employees at the workplace, then they may feel secure to take risks and exhibit innovative work behavior, which ultimately contributes to increasing employee and organizational performance.

This study extended the existing literature on paternalistic leadership in two important ways. First, this study examined a serial mediation mechanism to test the effect of paternalistic leadership on innovative work behavior through LMX and voice behavior. Second, this is a key study to investigate which dimension of paternalistic leadership is effective to boost employees' innovative work behavior at the individual level in the Pakistani organizational context.