Interviews with employees of a large, high-technology company reveal that computer-mediated communication (CMC) enhanced voice, defined as employees' ability to express their views and to participate in decision-making. The authors explore how two unique features of CMC enhanced voice. First, computer-mediated discussions were broadcast company-wide. Second, CMC facilitated employees' efforts to form interest groups. The authors analyze several examples of the expression of voice, including employees' response to distributive issues (a profit-sharing plan, for instance) and non-distributive policies (such as changing pay periods). They extend previous analyses by focusing on cases in which employees were trying to change management policies and by documenting the mechanisms by which computer-mediated voice operated and how it affected company policy.
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