In diverse global environments, culture plays a significant role in shaping perceptions regarding the safety and efficacy of employee voice. Extant research consistently demonstrates that power distance and collectivism are particularly influential in shaping employee voice perceptions and behaviours across various voice mechanisms. While other cultural dimensions, such as uncertainty avoidance, performance orientation, and assertiveness, are also likely to exert a notable impact, a truly comprehensive understanding of employee voice necessitates a more holistic approach. This requires integrating the complex interplay of cultural dimensions with macro-level institutional, socio-economic, and even extant indirect voice mechanisms. Furthermore, it is crucial to account for subcultural variations within nations, as these complicate the direct application of broad national cultural models. Therefore, future research should adopt a nuanced framework that can better inform the development and implementation of effective and culturally sensitive employee voice mechanisms within a globalised workforce.