Abstract：Based on competence activation theory, the present study examines how three antecedents (employee education level, perceived managerial openness, and felt responsibility for constructive change) collectively and interactively predict supervisory reports of employee voice behavior. In a surveybased study of 357 employees nested within 67 workgroups, our results show that three antecedents (employee education level, perceived managerial openness, and felt responsibility for constructive change) all have significant effect on employee voice. We also find that perceived managerial openness and felt responsibility for constructive change respectively moderated the relationships between employee education level and employee voice, both perceived managerial openness and felt responsibility for constructive change can strengthen the positive effect of education level on employee voice. Implications for research and practice are discussed.
2013, Vol. 10 
