Participatory Decision Making in Review

Abstract

Should managers share their decision‐making power? Do managers who alow their subordinates to participate in organisational decision making increase the satisfaction, self‐esteem, loyalty and productivity of their employees and create positive manager‐subordinate relations, or do they merely contribute to high‐cost inefficiency and incompetence? The literature on what has come to be known as PDM — participatory decision making — is examined in an attempt to answer these questions.

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 — 18 citations exist upstream.

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