Navigating hierarchy and harmony: the psychology of digital dissent and employee voice on WeChat in Chinese organizations—Evidence from open-ended survey responses

Introduction This study uses a qualitative analysis of open-ended survey responses from employees in Chinese organizations who reported voicing dissent via WeChat. Methods Respondents were recruited through a professional survey platform in China, yielding 119 valid responses. Data were analyzed using an inductive thematic analysis approach. Results Four main themes emerged: (1) Efficiency and Directness, (2) Convenience, (3) Face Concern, and (4) Speed in Solving the Problem. Findings show that digital dissent functions as a strategic form of employee voice within digital communication contexts, in which employees balance instrumental problem-solving with relational face-work. Participants' enactment of digital dissent is shaped by the interplay of problem-solving considerations, self- and other-face concerns, and perceived psychological safety. Discussion By integrating Uses and Gratifications Theory, Face Negotiation Theory, and Psychological Safety Theory, this study demonstrates how employees balance problem-solving, relational face, and perceived psychological safety when enacting digital dissent, revealing decision-making processes that prior research has not captured. These insights provide actionable guidance for managers to design digital communication practices that encourage constructive dissent while maintaining positive workplace relationships.