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Insiders maintain voice: A psychological safety model of organizational politics

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  • Jinsong Li
  • Long-Zeng Wu
  • Dong Liu
  • Ho Kwan
  • Jun Liu

Abstract

We present a psychological safety model of organizational politics to account for the effects that exposure to organizational politics has on voice behavior. In particular, we hypothesize that psychological safety mediates the negative relation between organizational politics, as perceived by employees, and their voice behavior. Moreover, we examine the extent to which perceived insider status alleviates the main effect of organizational politics and the indirect effect of psychological safety. Using a sample of 283 supervisor–subordinate dyads in six electronic companies at two time points in China, our results fully support the hypotheses and provide new directions for politics and voice research. Copyright Springer Science+Business Media New York 2014

Suggested Citation

  • Jinsong Li & Long-Zeng Wu & Dong Liu & Ho Kwan & Jun Liu, 2014. "Insiders maintain voice: A psychological safety model of organizational politics," Asia Pacific Journal of Management, Springer, vol. 31(3), pages 853-874, September.
    • Handle: RePEc:kap:asiapa:v:31:y:2014:i:3:p:853-874
    DOI: 10.1007/s10490-013-9371-7
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    References listed on IDEAS

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    1. Frances J. Milliken & Elizabeth W. Morrison & Patricia F. Hewlin, 2003. "An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1453-1476, September.
    2. Chi-Sum Wong & Kelly Peng & Junqi Shi & Yina Mao, 2011. "Differences between odd number and even number response formats: Evidence from mainland Chinese respondents," Asia Pacific Journal of Management, Springer, vol. 28(2), pages 379-399, June.
    3. Christian Resick & Gillian Martin & Mary Keating & Marcus Dickson & Ho Kwan & Chunyan Peng, 2011. "What Ethical Leadership Means to Me: Asian, American, and European Perspectives," Journal of Business Ethics, Springer, vol. 101(3), pages 435-457, July.
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    Cited by:

    1. Franke, Henrik & Foerstl, Kai, 2018. "Fostering integrated research on organizational politics and conflict in teams: A cross-phenomenal review," European Management Journal, Elsevier, vol. 36(5), pages 593-607.
    2. Thompson, Phillip S. & Klotz, Anthony C., 2022. "Led by curiosity and responding with voice: The influence of leader displays of curiosity and leader gender on follower reactions of psychological safety and voice," Organizational Behavior and Human Decision Processes, Elsevier, vol. 172(C).
    3. Ying-Ni Cheng & Changya Hu & Sheng Wang & Jui-Chieh Huang, 2024. "Political context matters: a joint effect of coercive power and perceived organizational politics on abusive supervision and silence," Asia Pacific Journal of Management, Springer, vol. 41(1), pages 81-106, March.
    4. Long W. Lam & Aichia Chuang & Chi-Sum Wong & Julie N. Y. Zhu, 2019. "A typology of three-way interaction models: Applications and suggestions for Asian management research," Asia Pacific Journal of Management, Springer, vol. 36(1), pages 1-16, March.
    5. Naseer Abbas Khan & Ali Nawaz Khan & Summan Gul, 2019. "Relationship between perception of organizational politics and organizational citizenship behavior: testing a moderated mediation model," Asian Business & Management, Palgrave Macmillan, vol. 18(2), pages 122-141, April.

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