We conceptually examine subsidiary managers’ communication behaviors when in interaction with their headquarters and their motivations for engaging in silence or voice. We distinguish between subsidiary managers who have high and low levels of organizational citizenship behavior and examine their motivations to engage in unintentional and intentional forms of silence and voice. Our study tries to enhance our current understanding on this topic by concentrating on subsidiary managers’ upward communication vis-à-vis their HQ in a holistic way.
|Name||Academy of Management Proceedings|
- subsidiary management
- multinational corporations (MNCs)