Innovation strategy, voice practices, employee voice participation, and organizational innovation

Abstract

This study examines the role of voice practices-formal practices designed to provide employees with opportunities to have a voice-in enhancing organizational innovation. We distinguish between promotive and prohibitive voice practices and extend the distinction to the systemic process level of analysis. Leveraging the contingency and behavioral perspectives, we propose that voice practices (both promotive and prohibitive) mediate the relationship between innovation strategy and organizational innovation, a link mediated by employee voice participation, indicating a two-step mediation process. Our investigation of this two-step mediation model using a national sample of Canadian employers supports our research model. This study shows that managerial actions to enhance employee voice can add value by supporting organizational innovation.