Rethinking participative decision making: A refinement of the propensity for participative decision making scale
Revisits Parnell and Bell's arguments that managers have different propensities for participative decision making (PPDM) and develops a modified scale to measure the construct which includes commitment and cultural components. Specifically, findings suggest that a manager's PPDM is a function of four core factors: beliefs concerning the effectiveness of participation, perceptions about the effect of participation on the manager's power, the culture of the organization in which the manager operates, and the presence of a genuine commitment to participative decision making.
Parnell, J., & Crandall, W. (2001). Rethinking participative decision making: A refinement of the propensity for participative decision making scale. Personnel Review. Retrieved from https://ir.una.edu/mm_facpub/75