The Risks and Rewards of Speaking Up: Managerial Responses to Employee Voice
通过一项实地研究和两项实验，发现管理者对挑战性建言员工的绩效评价更低、更不认可其想法，而支持性建言则相反；忠诚感和威胁感在其中起不同中介作用。
This article examines whether managerial responses to employees speaking up depend on the type of voice exhibited—that is, whether employees speak up in challenging or supportive ways. In one field study and two experimental studies, I found that managers view employees who engage in more challenging forms of voice as worse performers and endorse their ideas less than those who engage in supportive forms of voice. Further, perceptions of loyalty and threat mediated these relationships, but in different ways. I discuss implications for research on voice, proactivity, and social persuasion.