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Abstract

This study examines the effects of three cultural values, namely long-term orientation, collectivism, and uncertainty avoidance, on two types of employee voice behavior: promotive and prohibitive. It also investigates whether leader–member exchange theory (LMX) moderates the relationships between the three cultural values and two types of employee voice behavior. Using 387 hotel employees in Taiwan, the statistical results show that all three cultural values have positive effects on both promotive and prohibitive voice behavior. The results also indicate that LMX strengthens the positive relationships between the three cultural values and two types of employee voice behavior. Research and practical implications derived from the findings of this study are discussed, for the extant hospitality literature and Taiwanese hoteliers.

Keywords

collectivism hospitality employees leader–member exchange (LMX)long-term orientation uncertainty avoidance voice behavior

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Cultural Value Orientation and Hospitality Employee Voice Behavior: The Moderating Role of Leader–Member Exchange (LMX)

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