Proactive behaviors and the micro-foundations of strategy: exploring employees’ strategic voice

Abstract

PurposeThis paper aims to build a new bridge between the literature in organizational behavior and the micro-foundations of strategy. The authors elaborate the concept of strategic voice, studying the extent to which employees express their strategic recommendations.Design/methodology/approachThe authors gathered data from employees and supervisors of three distinct organizations, measuring determinants and outcomes of strategic voice, as compared to promotive voice.FindingsStrategic voice is empirically distinct from promotive voice and predicted by opportunity/threat recognition, perceived organizational support and strategic voice opportunity. It has, surprisingly, either positive or negative effects on performance, through the mediation of supervisors' perceptions of strategic voice and the moderation of employee satisfaction with pay and career.Research limitations/implicationsUnlike traditionally assumed by strategy research, employees at any level engage in strategic voice with considerable frequency. Yet, paradoxically, under certain conditions, strategic voice could harm individual performance, although potentially benefiting organizations. Managers could either value employees' strategic voice or perceive it negatively, raising the salience to fully comprehend this behavior.Practical implicationsOrganizations should embrace practices that encourage employees to express their strategic opinions, give them access to resources to properly form their strategic opinions and ensure management considers employees' recommendations.Originality/valueWhile scholars in the micro-foundations of strategy have theorized that strategy can emerge from the contribution of individuals, there has been no evidence, to date, on how each employee can contribute to strategy formulation. This paper is original as it fills this gap.