Exploring the antecedents and consequences of organizational democracy

Abstract

Purpose

Organizational democracy is the new model of organizational design for a Democratic Age, and out of this new model grows a freedom-centered and healthy climate. Democratic management is a key to greater organization success and a necessity to gain higher levels of performance and innovation. The purpose of this paper is to explore the antecedents and consequences of organizational democracy in an Iranian context.

Design/methodology/approach

Statistical population includes the employees of the Gas Company of Isfahan Province. For data analysis, 263 accurate completed questionnaires are used. Structural equation modeling is applied to investigate the relationship between the research variables.

Findings

The findings showed that some types of organizational culture (i.e. self-criticism, team, and participatory culture) (β=0.33); and some dimensions of organizational structure (i.e. decentralization, flat hierarchy, and less formalization) (β=0.55) as antecedent variables have a significant direct effect on organizational democracy. Also, organizational democracy has a significant direct effect on human resources outcomes consist of organizational commitment, self-efficacy, and improving work relationships (β=0.64); and organizational outcomes consist of organizational learning and organizational agility (β=0.96).

Originality/value

Despite years of encouragement from consultants and theorists, managers have generally shown little interest toward democratic process as a system of decision making and management in organizations. This study proposes a comprehensive model for identifying the antecedents and consequences of organizational democracy. Most studies in this field are theoretical rather than empirical. But, in this research, the proposed relationships are examined empirically.

Citation

Safari, A., Salehzadeh, R. and Ghaziasgar, E. (2018), "Exploring the antecedents and consequences of organizational democracy", The TQM Journal, Vol. 30 No. 1, pp. 74-96. https://doi.org/10.1108/TQM-05-2017-0057