This paper aims to advance the understanding of Employee Voice (EV) by introducing the concept of Organizational Capability for Voicing (OCV). Our work addresses significant gaps in the existing literature, which often treats EV as a static and fragmented phenomenon within the fields of Employee Relations/Human Resource Management and Organizational Behavior. Traditional approaches focus on the antecedents and outcomes of EV, neglecting its dynamic, holistic, and processual nature. This paper proposes a comprehensive conceptual framework that situates EV within the broader organizational and institutional environment, recognizing the interconnected nature of various voice mechanisms. The primary contribution of this study is the conceptualization of EV as an evolving organizational capability. By viewing EV through the lens of capabilities, the paper underscores the importance of continuous learning, adaptation, and reconfiguration of voice mechanisms in response to changing employee needs and organizational goals. The proposed OCV framework details the processes of creating, sustaining, and reconfiguring an organization’s OCV, offering a systematic approach to leveraging employee input for strategic advantage, as well as practical insights into how organizations and HR departments can systematically capture and act upon employee feedback. Finally, our work opens new avenues for theorizing and empirically investigating the OCV, contributing to both the academic literature and organizational practice.
