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We investigated the relationship between the national cultural value ofpower distance and collective silence as well as the role of voice-inducingmechanisms in breaking the organizational silence. Using data from 421organizational units of a multinational company in 24 countries, we foundthat both formalized employee involvement and a participative climateencouraged employees to voice their opinions in countries with a small powerdistance culture. In large power distance cultures, formalized employeeinvolvement is related to employee voices only under a strong perceivedparticipative climate.