Rethinking participative decision making

Abstract

Revisits Parnell and Bell’s arguments that managers have different propensities for participative decision making (PPDM) and develops a modified scale to measure the construct which includes commitment and cultural components. Specifically, findings suggest that a manager’s PPDM is a function of four core factors: beliefs concerning the effectiveness ofparticipation, perceptions about the effect of participation on the manager’s power, theculture of the organization in which the manager operates, and the presence of a genuine commitment to participative decision making.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 67 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.