Too attached to speak up? It depends: How supervisor–subordinate guanxi and perceived job control influence upward constructive voice
研究中国情境下上下级关系（情感依恋与顺从）对员工向上建设性建言的影响，发现低工作控制时情感依恋促进建言、顺从抑制建言，高工作控制时两者均无影响。
• We examined upward constructive voice in a multi-source, lagged field study of Hong Kong employees and supervisors. • Our results demonstrated that voice is a function of supervisor–subordinate guanxi and perceived job control. • When job control was low, affective attachment to the supervisor promoted and deference to the supervisor inhibited voice. • When job control was high, neither dimensions of supervisor–subordinate guanxi influenced voice. • We discuss how our indigenous investigation shifts our understanding of supervisor–subordinate relationships and voice. In general, reciprocal supervisor–subordinate relationships (high leader–member exchange relationships) provide a supportive context for employees to speak up. In China however, supervisor–subordinate relationships or guanxi are characterized by affective characteristics and hierarchical characteristics which may respectively facilitate and inhibit employee voice. We draw on Guanxi Theory to develop a model of differential effects of two dimensions of supervisor–subordinate guanxi (affective attachment to the supervisor and deference to the supervisor) on voice. Results of a multi-source, lagged field study demonstrated that the affective attachment to the supervisor dimension of guanxi facilitated and the deference to supervisor dimension of guanxi inhibited voice, when employees experienced low job control. We discuss ways these findings extend our understanding of the nature of supervisor–subordinate relationships, guanxi, and their impact on voice.