Authors

Yi ZHANGFollow

Document Type

Paper Series

Publication Date

10-2010

No.

066-1011

Abstract

This paper studies how power distance (the level of acceptance of an uneven distribution) impacts empowerment and team participation for two types of Chinese employees: those working in Chinese R&D companies, and employees of China-based American R&D companies. These two groups have different perceptions of individual power distance; Chinese employees in American companies have a lower power distance perception than Chinese employees in Chinese companies. High power distance and high empowerment lead to high team participation. Indigenously rooted cultures and companies' home-country cultures together influence employees' values, attitudes, and behaviors through top-down socialization and organizational acculturation processes. The findings have implications for managers in American companies, in evaluating and improving team participation.

Comments

HKIBS Working Paper Series 067-1011

Recommended Citation

Zhang, Y. (2010). Power distance and its moderating impact on empowerment and team participation (HKIBS Working Paper Series 066-1011). Retrieved from Lingnan University website: http://commons.ln.edu.hk/hkibswp/53