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This article critiques organisational behaviour ( OB ) research on employee voice and presents a broader‐based conceptual model that integrates ideas and concepts across employment relationship disciplines and levels of analysis. OB studies err by taking an overly individualistic, psychological, managerialist and de‐institutionalised perspective on employee voice. This criticism is documented and illustrated with numerous examples from the OB literature. To provide a constructive step forward, the article presents an enlarged model of employee voice that not only includes OB but also brings in important contributions from the HRM, industrial relations, labour economics and labour process fields. The model provides an integrative framework for theoretical and empirical studies of voice and yields a number of research and practice implications.
Bruce E. Kaufman (Mon,) studied this question.