Using approach-inhibition theory of power to explain how participative decision-making enhances innovative work behavior of high power distance-oriented employees
Journal of Organizational Effectiveness: People and Performance
ISSN: 2051-6614
Article publication date: 29 May 2023
Issue publication date: 8 November 2023
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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.
Originality/value
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.
Keywords
Acknowledgements
This research received financial support from the National Institute of Development Administration.
Citation
Farzana, S. and Charoensukmongkol, P. (2023), "Using approach-inhibition theory of power to explain how participative decision-making enhances innovative work behavior of high power distance-oriented employees", Journal of Organizational Effectiveness: People and Performance, Vol. 10 No. 4, pp. 565-581. https://doi.org/10.1108/JOEPP-10-2022-0304
Publisher
:Emerald Publishing Limited
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