Organizational context has an important influence on voice behavior. This study investigates the curvilinear relationship between perceived organizational politics (POP) – an inevitable organizational context factor – and employee voice behavior through a conservation of resources theory lens, considering the curvilinear mediating role of territoriality. A three-wave survey of 227 full-time employees revealed that (1) POP is positively associated with territoriality, (2) territoriality has U-shaped relationships with both promotive and prohibitive voice, that is, when territoriality ranges from low to moderate, promotive/prohibitive voice behavior gradually decreases. When territoriality ranges from moderate to high, promotive/prohibitive voice behavior gradually increases and (3) territoriality acts as a curvilinear mediator between POP and promotive/prohibitive voice behavior. These findings make a significant contribution to POP literature and voice behavior literature by identifying territoriality as a mediator between these organizational factors. Implications for practice are also discussed.

Drawing upon the conservation of resources theory and self-determination theory, this study examines the subjective social status (SSS) of employees and how it moderates the two-way interaction effect of job insecurity and perceived organizational politics on the types of silence (i.e., acquiescent, and defensive silence [DS]). Using data of about 350 employees in South Korea, it was found that the relationship between job insecurity and employees' acquiescent silence (AS) was stronger for individuals who perceived their organizations as highly political. The results also indicated a three-way interaction between job insecurity, perceived organizational politics, and employees' SSS on employees' AS, such that in a highly political work environment, the relationship between job insecurity and employees' AS was stronger especially for employees with low social status. However, the same pattern did not exist between job insecurity and DS.

Based on the job demands–resources model, this study considers how employees’ perceptions of organizational politics might reduce their engagement in organizational citizenship behavior. It also considers the moderating role of two contextual resources and one personal resource (i.e., supervisor transformational leadership, knowledge sharing with peers, and resilience) and argues that they buffer the negative relationship between perceptions of organizational politics and organizational citizenship behavior. Data from a Mexican-based manufacturing organization reveal that perceptions of organizational politics reduce organizational citizenship behavior, but the effect is weaker with higher levels of transformational leadership, knowledge sharing, and resilience. The buffering role of resilience is particularly strong when transformational leadership is low, thus suggesting a three-way interaction among perceptions of organizational politics, resilience, and transformational leadership. These findings indicate that organizations marked by strongly politicized internal environments can counter the resulting stress by developing adequate contextual and personal resources within their ranks.