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Rethinking participative decision making A refinement of the propensity for participative decision making scale

Rethinking participative decision making A refinement of the propensity for participative... 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

Rethinking participative decision making A refinement of the propensity for participative decision making scale

Personnel Review , Volume 30 (5): 13 – Oct 1, 2001

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Publisher
Emerald Publishing
Copyright
Copyright © 2001 MCB UP Ltd. All rights reserved.
ISSN
0048-3486
DOI
10.1108/EUM0000000005937
Publisher site
See Article on Publisher Site

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.

Journal

Personnel ReviewEmerald Publishing

Published: Oct 1, 2001

Keywords: Managers; Decision making

References