If participation is to be a reality, the institution of appropriate structures is not enough ‐ the social processes within these must also facilitate power sharing. In an international context, national cultures will have different effects on social process. The attitudes of managers towards aspects of decision making in their organizations, and their own behaviour, characterise the social process. Organizational characteristics concerning information sharing and manipulation, decision style, and the role of IT, and personal behaviour involving information control, flexibility, and role playing, are considered for their impact on particpative decision making. A comparison between French and British managers, drawn from an international study of decision making, illustrates the issue considered. While considerable similarities were found between the two cultural groups, differences of degree as well as opposed views were also found. Overall attitudes were fairly favourable to particpation, but limitations were found, and these differed between the two groups.
Ryan, M. (1999), "The role of social process in participative decision making in an international context", Participation and Empowerment: An International Journal, Vol. 7 No. 2, pp. 33-42. https://doi.org/10.1108/14634449910271410
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