Title

Using power to affect performance in China : effects of employee achievement and social context

Document Type

Journal article

Source Publication

International Journal of Conflict Management

Publication Date

12-1-2010

Volume

21

Issue

4

First Page

364

Last Page

381

Keywords

China, Competitive strategy, Employees, Empowerment, Management power

Abstract

Purpose - Researchers interested in the positive side of power and managers seeking to develop a resourceful workforce seek to understand the conditions under which managers use their power to assist and encourage employees. This paper aims to address this issue.

Design/methodology/approach - An experiment conducted in China tested the hypothesis that employee performance and relationship with the manager affects the use of power.

Findings - Results indicate that participants used their power to provide directly relevant information and encouraged employees who demonstrated their need by performing ineffectively. In addition, participants with cooperative, compared with competitive and independent, goals assisted, encouraged, and felt the responsibility to assist their employees.

Originality/value - Results were interpreted as suggesting that demonstrating a clear need for managerial assistance and developing cooperative goals are important bases for fostering the positive use of power.

DOI

10.1108/10444061011079921

Print ISSN

10444068

E-ISSN

17588545

Publisher Statement

Copyright © 2010 Emerald Group Publishing Limited

Access to external full text or publisher's version may require subscription.

Full-text Version

Publisher’s Version

Recommended Citation

Tjosvold, D., & Sun, H. F. (2010). Using power to affect performance in China: Effects of employee achievement and social context. International Journal of Conflict Management (Emerald), 21(4), 364-381. doi: 10.1108/10444061011079921