Journal Article: 'The Voice Bystander Effect: How Information Redundancy Inhibits Employee Voice' - Prof. Srinivas Ekkirala
Abstract: Employees often remain silent rather than speak up to managers with work-related ideas, concerns, and opinions. As a result, managers can remain in the dark about issues that are otherwise well known to, or universally understood by, frontline employees. We propose a previously unexplored explanation for this phenomenon: Voice is prone to bystander effects, such that the more certain information is shared among employees, the less any particular employee feels individually responsible for bringing up that information with managers. We theorize that such bystander effects are especially likely to occur when peers of focal employees, on average, enjoy high quality relationships with managers and thereby have adequate relational access to voice up the hierarchy. Using a correlational study involving managers and employees working in teams in a Fortune 500 company, and two experimental studies (a laboratory study involving undergraduate students working in a hierarchical setting, and a scenario study with a sample of U.S.-based workers), we provide evidence for our conceptual model. We discuss the theoretical and managerial implications of our findings.
Authors’ Names: Insiya Hussain, Rui Shu, Subrahmaniam Tangirala, ; Srinivas Ekkirala
Journal Name: Academy of Management Journal
Published Online:17 Aug 2018
Journal Article: 'The Voice Bystander Effect: How Information Redundancy Inhibits Employee Voice' - Prof. Srinivas Ekkirala
Abstract: Employees often remain silent rather than speak up to managers with work-related ideas, concerns, and opinions. As a result, managers can remain in the dark about issues that are otherwise well known to, or universally understood by, frontline employees. We propose a previously unexplored explanation for this phenomenon: Voice is prone to bystander effects, such that the more certain information is shared among employees, the less any particular employee feels individually responsible for bringing up that information with managers. We theorize that such bystander effects are especially likely to occur when peers of focal employees, on average, enjoy high quality relationships with managers and thereby have adequate relational access to voice up the hierarchy. Using a correlational study involving managers and employees working in teams in a Fortune 500 company, and two experimental studies (a laboratory study involving undergraduate students working in a hierarchical setting, and a scenario study with a sample of U.S.-based workers), we provide evidence for our conceptual model. We discuss the theoretical and managerial implications of our findings.
Authors’ Names: Insiya Hussain, Rui Shu, Subrahmaniam Tangirala, ; Srinivas Ekkirala
Journal Name: Academy of Management Journal
Published Online:17 Aug 2018