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
Language
English
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