Personal values and employees' voice behavior : the moderating roles of leader-member exchange and organizational voice climate | |
| Author | Kurachi, Junnosuke |
| Call Number | AIT Diss. no.DBA-SOM-25-04 |
| Subject(s) | Employees--Attitudes Communication in organizations Communication in management |
| Note | A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Business Administration |
| Publisher | Asian Institute of Technology |
| Abstract | This study examines how personal values influence employees' voice behavior, with a focus on the moderating roles of Leader-Member Exchange (LMX) and Organizational Voice Climate (OVC). Unlike prior research that often emphasizes personality traits, this study applies Schwartz’s value theory to explore the effects of specific values— openness to change, conservation, self-enhancement, and self-transcendence—on the willingness of employees to express constructive suggestions, concerns, or opinions aimed at improving organizational practices.Through Structural Equation Modeling (SEM) on survey data, the study assesses both the direct effects of personal values on voice behavior and the moderating roles of LMX and OVC. Findings reveal a positive relationship between openness to change and voice behavior, suggesting adaptability encourages expression. Conservation shows no significant effect, while self-enhancement and self-transcendence negatively correlate with voice behavior—self-enhancement significantly and self-transcendence marginally—indicating that values tied to self-interest and altruism may not always promote voice.Furthermore, the analysis finds a negative correlation between LMX and voice behavior, suggesting that closer supervisor relationships do not necessarily encourage employees to speak up. Conversely, OVC positively correlates with voice behavior, indicating that a supportive communication climate fosters voice. However, neither LMX nor OVC significantly moderates the relationship between personal values and voice behavior.These findings contribute to organizational behavior literature by expanding value theory’s application to voice behavior and highlighting the nuanced effects of LMX and OVC. Practically, they underscore the importance of fostering a supportive organizational climate to encourage voice and suggest that aligning organizational practices with employees’ values may more effectively promote constructive engagement. |
| Year | 2025 |
| Type | Dissertation |
| School | School of Management |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Doctor of Philosophy in Business Administration (Publication code = DBA-SM, SM) |
| Chairperson(s) | Vimolwan Yukongdi |
| Examination Committee(s) | Zimmermann, Willi;Santoso, Djoen San |
| Scholarship Donor(s) | AIT Scholarship |
| Degree | Thesis (Ph.D.) - Asian Institute of Technology, 2025 |