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This research study investigated the relationship between participative decision-making and innovative work behavior by considering the moderating role of power distance orientation of individuals. Grounded in the approach-inhibition theory of power, the authors proposed that participative decision-making could mitigate perceived power gap and motivate individuals with high power distance orientation to engage more in innovative work behavior.

Survey data were collected from 243 faculty members from 2 universities located at Dhaka, Bangladesh. The partial least squares structural equation modeling (PLS-SEM) was used for data analysis.

The results from the model estimation showed that the positive relationship between participative decision-making and innovative work behavior was stronger among faculty members with high power distance orientation than those with low power distance orientation. The simple slope analysis also clarified the fact that faculty members with high power distance orientation could increase their innovative work behavior to be at the same level as that of faculty members with low power distance orientation when the members were involved highly in participative decision-making.

Participative decision-making is a management practice that should be implemented in order to motivate faculty members to actively engage in innovative work behavior. Particularly for faculty members who are sensitive towards the power status of other members in the workplace, this management practice is highly recommended to lessen the perceived social barrier that discourages these faculty members from engaging in innovative work behavior.

The authors' research advanced knowledge from prior studies by offering new theoretical insight into the role of empowerment practice that could motivate individuals with high power distance orientation to engage more in innovative practices.

The study aims at clarifying whether locus of control may act as a bias in organisational decision‐making or not.

Altogether 44 managers working at Skanska (a Swedish multinational construction company) participated in the study. They were asked to complete a booklet including a locus of control test and a couple of decision tasks. The latter were based on case scenarios reflecting strategic issues relevant for consultative/participative decision‐making.

The results revealed that managers with low external locus of control used group consultative decision‐making more frequently than those with high locus of control. There was also a tendency showing that high externals more frequently used participative decision‐making than low externals. This was in line with the general trend, indicating that managers on the whole predominantly used participative decision‐making.

The results of the present study are valuable for HRM practice, especially with regard to the selection of individuals to management teams.

The management of intellectual capital (IC) within organizations depends on appropriate organizational structures and characteristics. This paper seeks to argue that certain structural, cultural, and climate characteristics will lead to more effective IC management.

The paper reviews the theoretical and empirical IC literature, as well as the literatures regarding organic environments, trust, participative decision making, and creative renewal processes, to develop a model relating to the antecedent conditions necessary for the management of IC.

The model developed will assist researchers in the identification and exploration of variables linked to the effective management of IC within organizations.

It is concluded that managers of organizations need to create organic structures, build trust with employees, encourage creative renewal, and develop participative decision‐making processes.

By integrating several fields of the literature that relate to IC management, the paper suggests propositions that deserve future research consideration.

The purpose of this study is to investigate the relationship between empowering leadership (IMP) and participative decision-making (PDM) and its effect on learning goal orientation (LGO) and creative work involvement (CWI) within the expatriate society of the UAE.

The paper suggests a theoretical model derived from survey responses gathered from expatriates used in multinational organizations located in the Jabal Ali Free Trade Zone of Dubai.

The results show that participative decision-making partially mediates the relationship between IMP and learning goal orientation. Furthermore, the results show that participative decision-making partially mediates the relationship between IMP and creative work involvement.

This research adds to the existing body of knowledge on international business by investigating the effects that PDMand IMP have on CWI and LGO of expatriates.

The purpose of this paper is to analyse managerial approaches of a selective group of national library directors, examining their views and perceptions of successful library leadership in the twenty-first century in different sociocultural contexts. This study was carried out based on a series of semi-structured interviews with ten top-level directors of national libraries located on different continents.

The data collection method for this study consisted of the narrative analysis of the ten interviews coupled with the participative leadership theory, which highlights the leaders’ desire to create a more democratic culture within their library organisations.

The analysis of these interviews reveals that many of the directors’ responses were supportive to the concepts discussed in participative leadership. National librarians, through their participative leadership philosophies, values and beliefs, contributed to the development of an institutional culture that fostered improving trust, communications, engagement as well as promotion of inter-team relationships by breaking down the traditional “hierarchical” barriers within their organisations.

The participants were predominantly from Europe; only one participant represented the USA, Middle East (Israel) and Northern Africa (Egypt). As a result, there are not many diverse viewpoints from national library directors outside of Europe. Further studies would be needed to obtain a more international perspective in the national library sphere. Furthermore, this study only examines the views and attitudes of ten different library directors. In comparison with the totality of national library directors across the world, this is a relatively small sample. This study may not be representative of all national library directors around the world.

The results of this study would be of interest to library professionals and educators interested in management, as well as Library and Information Science students who want to understand how national library directors view successful traits of participative leadership in different sociocultural contexts.

Involving subordinates in decisions may improve the quality and acceptance of decisions when participation fits the constraints of the situation. A theory of participative decision making (PDM) is developed that suggests under what conditions subordinates should be involved in decision making. The model describes not only when teachers should be involved but also the appropriate role for the administrator, which depends on the decisional situation. The analysis concludes with three specific school applications.

The purpose of this paper is to investigate the influence of authentic leadership on strategic corporate social responsibility (CSR) in a less researched environment. This study set out to fill that gap in researching the direct influence of employees’ perceptions about the authenticity of their leaders as well as indirect effect through participative decision-making on strategic CSR which means the genuine intention to benefit society.

A quantitative research approach was followed, with an online survey to employees in large South African corporations across various industries that were mostly more than 10 years old. There were 1,417 useable questionnaires. Structural equation modelling was used to test proposed hypotheses of mediation effects.

The results revealed that authentic leadership has a significant indirect effect through participative decision-making on employees’ perceptions around strategic CSR – that is, whether their corporations are genuinely socially and environmentally responsible.

The data collected were cross-sectional, and survey-based in the South African corporate environment; therefore, limited generalisations can be made, and causality could not be claimed.

Authentic leadership and participative decision-making are required to significantly influence employees’ perceptions about companies’ genuine interest in benefiting external stakeholders. Consistency between leaders’ words and deeds is important for employees, and therefore, companies must be socially responsible towards employees.

The main contribution of this research lies in showing that perception of leaders’ authenticity was enhanced when employees were allowed to participate in decision-making, which then increased positive perceptions about the organisation’s CSR focus. The study highlights similarities between authentic leadership and the African humanism philosophy of Ubuntu.

The purpose of this paper is to investigate the mediating effect of information search effort on the relationship between leader narcissism and team creativity in China based on attention theory. The paper also explores participative decision making as a moderator in the relationship between team leader narcissism and information search effort.

Through a survey of 667 team members and their team leaders from 96 research and development teams at 23 high-tech enterprises in China with paired samples, cross-time data were collected. Confirmatory factor analysis, hierarchical regression and path analysis were adopted to analyze the data.

This paper found that leader narcissism had a positive impact on team information search effort, thereby promoting team creativity, and the effect of leader narcissism on team information search effort is more positive in the context of high participation in decision making.

Narcissism should be a noteworthy trait in manager selection and promotion especially for the departments and teams which focus on innovation and creation. And companies should pay attention to the team work processes to ensure that team members have the opportunity to participate in decision making for promoting the team leader’s narcissistic “bright” side in the institutional environment and avoiding the “dark” side.

This paper discusses how and when leader narcissism influences team creativity in Chinese high-technology enterprises based on attention theory. This research expands the application of attention theory at the team level.

The major purpose of this study is empirically to investigate the relationships among management styles of top management teams (TMT), decision‐making modes, and organizational learning and innovation for manufacturing firms in Taiwan. Through a series of questionnaire surveys on 115 stock‐listed manufacturing firms in Taiwan, conclusions: arrives at the following firms having TMT with a higher level of empowerment and consensus management style tend to adopt a participative decision‐making mode and emphasize team learning; firms having TMT with aggressive and internal interaction characters tend to exercise higher levels of organizational learning and innovation; and firms with a higher extent of organizational learning tend to adopt participative decision‐making modes and perform better in innovation.

This paper seeks to examine the perception of young employees on working relationships satisfaction with communicative teamwork, mutual learning, participative decision making, and communicating feedback of the older employees in higher learning institutions in Malaysia.

A specially‐constructed questionnaire was developed for data collection. A total of 575 employees in five Malaysian universities in the Klang Valley participated in the study.

Young employees have positive teamwork relationships with the older employees. They learned a lot from the older employees as the older employees are helpful in sharing their experiences in decision making. At the same time, the young employees receive positive feedback from the older employees. However, the older employees hardly compliment the young employees for their achievements.

The current findings provide implications for future organisational and intergenerational research since most communication investigations are Western‐biased.

The findings can help both the older and the young employees have a better understanding of communication at workplace. Each generation is shaped by its experiences, which brings a variety of strengths to the workforce.

This study is unique because it examines an important issue which very little study has been conducted on the issue; the intergenerational communication in organisational setting in Asian perspectives.