Managing Employee Voice as an Organizational Capability: An Integrative Process Model

ABSTRACT Employee voice (EV) has attracted sustained scholarly attention across human resource management (HRM), industrial and employment relations (I/ER), and organizational behavior (OB). However, research remains fragmented across disciplines, providing limited understanding of how organizations systematically create, sustain, and adapt voice arrangements over time. This paper advances a capability‐based perspective on EV by introducing the organizational Capability for Managing Voice (CMV), defined as an organization's capacity to elicit, collect, process, respond to, and evaluate voice processes and outcomes. Drawing on the literature on organizational routines and capabilities, we develop an integrative process model that theorizes how organizations create, sustain, and reconfigure the CMV through feedback, learning, and dynamic capabilities. The model conceptualizes managing voice as a multi‐level organizational process that links micro‐level voice behaviors to meso‐level organizational arrangements and systems, and to macro‐level contextual influences, thereby integrating insights from HRM, I/ER, and OB research. By advancing understanding of EV as an organizational process, the model provides a foundation for future research on voice as a dynamic, systemic, and embedded organizational phenomenon. It also offers guidance for practitioners seeking to design, monitor, and adapt voice systems in contextually aligned, responsive, and sustainable ways.