From idea endorsement to idea implementation: A multilevel social network approach toward managerial voice implementation

Wei He, Yi Han, Xiaofei Hu, Wu Liu, Baiyin Yang, Hongzhi Chen

Research output: Journal article publicationJournal articleAcademic researchpeer-review

4 Citations (Scopus)


Endorsing employee voice is one thing; implementation of endorsed ideas is another. Although organizational research has paid increasing attention to examining managers’ psychological endorsement of employee voice, the factors that can affect managers’ actual implementation of endorsed employee voice remain unclear. Drawing on the theory of planned behavior, we develop a conceptual model of managerial voice implementation and conceptualize it as a manager’s planned behavior that is affected by the manager’s motivation, felt obligation, and perceived control in relation to implementation. We further apply social network approaches to explain how social network characteristics across multiple levels in the team (i.e. dyadic ties, network centrality, and network closure) can facilitate the manager’s psychological impetus for voice implementation – transforming endorsed voice into managerial practices in the workplace. Finally, we discuss the theoretical and practical implications of this manager-centric and social network-based framework of managerial voice implementation.

Original languageEnglish
Pages (from-to)1563
Number of pages1582
JournalHuman Relations
Issue number11
Publication statusPublished - Nov 2020


  • Employee voice
  • managerial voice implementation
  • planned behavior
  • social networks
  • voice endorsement

ASJC Scopus subject areas

  • Arts and Humanities (miscellaneous)
  • Social Sciences(all)
  • Strategy and Management
  • Management of Technology and Innovation

Cite this