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

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.

Citation

Parnell, J.A. and “Rick” Crandall, W. (2001), "Rethinking participative decision making: A refinement of the propensity for participative decision making scale", Personnel Review, Vol. 30 No. 5, pp. 523-535. https://doi.org/10.1108/EUM0000000005937