Power distance and its moderating impact on empowerment and team participation

Abstract

Power distance, the level of acceptance of an uneven distribution of power by those enjoying less power, impacts empowerment and team participation, both of which are crucial to innovative performance in R&D companies. Although low power distance generally implies empowerment and team participation, this study empirically finds that high power distance actually leads to higher team participation. The relationship between power distance, empowerment and team participation is more complex than is generally believed. The study, instead of arriving at some definitive conclusions and proposing some effective and practicable solutions, points out the need for a deeper study of related issues.

Keywords:

• China-based American companies
• Chinese companies
• Chinese employees
• empowerment
• power distance
• team participation

Acknowledgements

We are grateful to Aidan Kelly and two anonymous reviewers for their valuable comments.