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.
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
Included in
Business Administration, Management, and Operations Commons, Organizational Behavior and Theory Commons
Comments
HKIBS Working Paper Series 067-1011