Access the full text.
Sign up today, get DeepDyve free for 14 days.
A. Cox, S. Zagelmeyer, M. Marchington (2006)
Embedding employee involvement and participation at workHuman Resource Management Journal, 16
T. Probst (2005)
Countering the negative effects of job insecurity through participative decision making: lessons from the demand-control model.Journal of occupational health psychology, 10 4
S. Floyd, Bill Wooldridge (1997)
Middle Management’s Strategic Influence and Organizational PerformanceJournal of Management Studies, 34
J. Wagner, R. Gooding (1987)
Shared influence and organizational behavior: A meta-analysis of situational variables expected to moderate participation-outcome relationships.Academy of Management Journal, 30
Margaret Peteraf, J. Barney (2003)
Unraveling the resource-based tangleManagerial and Decision Economics, 24
J. Black, H. Gregersen (1997)
Participative Decision-Making: An Integration of Multiple DimensionsHuman Relations, 50
J. Barney (2001)
Is the Resource-Based “View” a Useful Perspective for Strategic Management Research? YesAcademy of Management Review, 26
I. Jeong, S. Shin (2019)
High-Performance Work Practices and Organizational Creativity During Organizational Change: A Collective Learning PerspectiveJournal of Management, 45
J. Wagner (1994)
Participation's Effects On Performance and Satisfaction: A Reconsideration Of Research EvidenceAcademy of Management Review, 19
K. Miller, Peter Monge (1986)
Participation, Satisfaction, and Productivity: A Meta-Analytic ReviewAcademy of Management Journal, 29
Xiaowen Tian (2007)
Accounting for sources of FDI technology spillovers: evidence from ChinaJournal of International Business Studies, 38
T. Mitchell (1973)
Motivation and Participation: An IntegrationRevija za Sociologiju, 3
Academy of Management Journal, 16
Y. Zhang, Yu Li, Haiyang Li (2014)
FDI spillovers over time in an emerging market: : The roles of entry tenure and barriers to imitationAcademy of Management Journal, 57
D. Westhuizen, G. Pacheco, D. Webber (2012)
Culture, participative decision making and job satisfactionThe International Journal of Human Resource Management, 23
M. Firth, Chen Lin, Wong Sonia, Ping Liu (2008)
Inside the Black Box: Bank Credit Allocation in China’s Private SectorCGN: Banks (Topic)
Wesley Cohen, Daniel Levinthal (1989)
Innovation and Learning: The Two Faces of R&DThe Economic Journal, 99
D. Teece (2014)
A dynamic capabilities-based entrepreneurial theory of the multinational enterpriseJournal of International Business Studies, 45
G. Bascle (2008)
Controlling for endogeneity with instrumental variables in strategic management researchStrategic Organization, 6
R. Rodgers, J. Hunter (1993)
A component process theorem of job satisfactionInternational Journal of Human Resource Management, 4
Ying Zhu, Yuhua Xie, M. Warner, Yongxing Guo (2015)
Employee participation and the influence on job satisfaction of the ‘new generation’ of Chinese employeesThe International Journal of Human Resource Management, 26
S. Lam, Xiao-ping Chen, J. Schaubroeck (2002)
Participative Decision Making and Employee Performance in Different Cultures: The Moderating Effects of Allocentrism/Idiocentrism and EfficacyAcademy of Management Journal, 45
J. Wagner, R. Gooding (1987)
Effects of Societal Trends on Participation Research.Administrative Science Quarterly, 32
J. Moreno (2001)
[Organizational learning].Revista de enfermeria, 24 6
Journal of Banking & Finance, 33
Wesley Cohen, Daniel Levinthal (1990)
ABSORPTIVE CAPACITY: A NEW PERSPECTIVE ON LEARNING AND INNOVATIONAdministrative Science Quarterly, 35
J. Utterback (1971)
The Process of Technological Innovation Within the FirmAcademy of Management Journal, 14
R. Coase (1937)
The Nature of the FirmEconomica, 4
G. Pacheco, D. Webber (2016)
Job satisfaction: how crucial is participative decision making?Personnel Review, 45
(2011)
First, let’s fire all the managers
J. Barney (1991)
Firm Resources and Sustained Competitive AdvantageJournal of Management, 17
David Sirmon, M. Hitt, J. Arrégle, Joanna Campbell (2010)
The Dynamic Interplay of Capability Strengths and Weaknesses: Investigating the Bases of Temporary Competitive AdvantageStrategy Models for Firm Performance Enhancement eJournal
Bill Wooldridge, S. Floyd (1990)
The strategy process, middle management involvement, and organizational performanceSouthern Medical Journal, 11
Annual Review of Sociology, 14
Andrés Salas‐Vallina, Rafael Fernández (2017)
The HRM-performance relationship revisited: Inspirational motivation, participative decision making and happiness at work (HAW)Employee Relations, 39
Augustine Lado, M. Wilson (1994)
Human Resource Systems and Sustained Competitive Advantage: A Competency-Based PerspectiveAcademy of Management Review, 19
J. Barney (2001)
IS THE RESOURCE-BASED " VIEW " A USEFUL PERSPECTIVE FOR STRATEGIC MANAGEMENT RESEARCH ?
David Sirmon, M. Hitt (2009)
Contingencies within Dynamic Managerial Capabilities: Interdependent Effects of Resource Investment and Deployment on Firm PerformanceSouthern Medical Journal, 30
The purpose of this paper is to relate participative decision-making (PDM) to organizational learning, and examine the impact of PDM on organizational performance.Design/methodology/approachThe paper integrates the resource-based theory with organizational learning theory to develop a framework, and distinguishes PDM in which decisions are jointly made by employees and managers from employee decision-making (EDM) in which decisions are completely in the hands of employees. The paper incorporates an augmented Cobb–Douglass production function into a structural equation model to estimate the performance impact of PDM and EDM.FindingsThe paper tests the framework against firm-level data form China, and finds that PDM provides an opportunity for collective learning, and has a positive relationship with productivity-based profit gains; the positive relationship is stronger in firms whose management has greater accumulated knowledge and experience; EDM fails to provide an opportunity for collective learning, and has a negative relationship with productivity-based profit gains.Originality/valuePrior research focused on the role of PDM in enhancing the motivation and performance of individual employees, considered the degree of employee involvement as a continuum with the highest being decision-making “completely in the hands of employees,” and concluded that the more involved are employees in decision-making the better. This paper relates PDM to organizational performance, and challenges this conventional view from an organizational learning perspective.
International Journal of Manpower – Emerald Publishing
Published: Jul 12, 2019
Keywords: Organizational performance; Organizational learning; Exclusive participative decision-making; Inclusive participative decision-making
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.