When Language Excludes: Linguistic Ostracism, Psychological Ownership, and Destructive Voice Behavior

Abstract

ABSTRACT Workforces are becoming increasingly multilingual, yet relatively little is known about how language‐based exclusion shapes employee behavior. Drawing on social exchange theory, we examine how linguistic ostracism, a subtle form of workplace exclusion, undermines employees' organization‐based psychological ownership and subsequently increases destructive voice behavior. We argue that linguistic ostracism weakens employees' felt sense of possession, connection, and responsibility toward the organization, thereby increasing the likelihood of organization‐directed retaliatory voice. Furthermore, we propose that perceived high‐involvement work practices (HIWPs) buffer these adverse effects by reinforcing employees' sense of value, inclusion, and influence within the organization. Across two studies, we find consistent support for our theorizing. Study 1, a vignette experiment involving 301 employees, demonstrates that linguistic ostracism increases destructive voice behavior. Study 2, a three‐wave multisource field study of 241 employee–supervisor dyads, shows that organization‐based psychological ownership mediates the relationship between linguistic ostracism and destructive voice behavior. In addition, perceived HIWPs weaken the negative relationship between linguistic ostracism and psychological ownership, thereby reducing the indirect effect of linguistic ostracism on destructive voice behavior. By integrating workplace ostracism, psychological ownership, and perceived HIWPs research, this study advances understanding of how language‐based exclusion shapes employee behavior and highlights the important role of involvement‐oriented work practices in multilingual workplaces.