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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.


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: