Abstracts

1. Daniels, M. A., and G. Greguras J. "Exploring the Nature of Power Distance: Implications for
Micro- and Macro-Level Theories, Processes, and Outcomes." Journal of Management 40.5
(2014): 1202-229. Web.
Power distance is a value that differentiates individuals, groups, organizations, and nations based
on the degree to which inequalities are accepted either as unavoidable or as functional.
Understanding power distance is especially important in organizational research because power
is fundamental to all relationships, is inherent in hierarchical organizations, and affects many
organizational processes and outcomes. We begin by reviewing existing value taxonomies and
definitional elements of power distance. Next, we review theories and research linking power
distance to micro and macro work-related outcomes. We conclude by identifying areas where
additional organizational research on power distance is needed and, in doing so, provide an
agenda for future research in this area. Our review highlights power distance as an important
explanatory variable and boundary condition for many relations that organizational (not just
cross-cultural) scientists examine
2. Krynke, Zofia Krokosz. "Organizational Structure and Culture: Do Individualism/collectivism
and Power Distance Influence Organizational Structure." (1998): n. pag. Research Gate. Web. 22
Sept. 2016.
Cultural differences and their implication for organizations have been studied by many
researches. Hofstedes four dimensions of culture such as individualism/collectivism, power
distance, uncertainty avoidance, and masculinity/feminity assist managers to understand how
cultural differences affect organizations and management methods. The organizational structure
generally can be described by four dimensions; specialization, standardization, formalization,
and centralization. In the paper some considerations on individualism/collectivism and power
distance possible influences on four dimensions of organizational structure are presented.
3. Jin, Myung H. "THE EFFECTS OF AUTONOMY, EXPERIENCE, AND PERSONORGANIZATION FIT ON JOB SATISFACTION: THE CASE OF PUBLIC SECTOR." Journal
of Social Sciences (2012): n. pag. Web. 22 Sept. 2016.
Although the past several decades of research on determinants of job satisfaction have generated
a plethora of theoretical considerations among private and public management scholars across
the globe, scholars has produced many conflicting findings. Research also shows that most of the
studies are limited to the work cultures in developed western nations. Utilizing a subset of data
from the International Social Survey Program on Work Orientations III module conducted in
2005, I conduct ordinary least squares multiple regression analyses to explore the relationships
between job satisfaction and its key determinants in the public sector across 18 countries. For all
countries, findings clearly show that organizational commitment explains the most variance in
the respondents job satisfaction, followed by work experience and autonomy. On the autonomy,
while autonomy regarding the control of hours was found to be negatively associated, the other

two dimensions--ease of taking time off during working and organization of daily work were
found to be positively and significantly related to job satisfaction. In terms of work experience,
the usage of past work experience and skills for the current job and helpfulness of the current
work experience for future employment were both found to be positively and significantly
related to job satisfaction. Job training, however, was not a significant predictor of job
satisfaction.

4. Saeed, Iqra, Momina Waseem, Sidra Sikander, and Muhammad Rizwan. "The Relationship of
Turnover Intention with Job Satisfaction, Job Performance, Leader Member Exchange,
Emotional Intelligence and Organizational Commitment." IJLD International Journal of Learning
and Development 4.2 (2014): n. pag. Web.
Turnover is a painful issue in the organizations, in the world of tough competition the
organizations try to minimize their turnover ratio and save their cost, turnover cost consists of
hiring, recruiting and selecting the employees. The purpose of current study to is to know the
effect of some of the factors which affect the turnover intention of employees. We find the
impact of organizational commitment, emotional intelligence, leader membership exchange, job
performance and job satisfaction on turnover intention. We conducted a survey and took a
sample of 200 employees. We used questionnaire method to collect information from the
respondents. By using linear regression analysis method we found that Job satisfaction, job
performance and leader membership exchange has a direct negative influence on the turnover
intention. The results provide understanding that how these variables affect the turnover intention
and how to reduce turnover rate
5. Langfred, Claus W., and Neta Moye A. "Effects of Task Autonomy on Performance: An
Extended Model Considering Motivational, Informational, and Structural Mechanisms." Journal
of Applied Psychology 89.6 (2004): 934-45. Web.
A model explaining the relationship between task autonomy and performance is proposed
that incorporates 3 different causal mechanisms. The performance benefits of task autonomy may
be realized by increased motivation (motivational mechanisms), by capitalization of information
asymmetries (informational mechanisms), or by better alignment with task and organizational
structures (structural mechanisms). Further, it is proposed that these performance benefits are
moderated by a variety of variables ranging from individual traits to organizational design. This
model may provide a means for accounting for the sometimes inconsistent findings in the
empirical literature exploring the relationship between autonomy and performance. The model
also offers guidance in the search for additional boundary conditions as well as prescriptive
guidelines for the allocation of autonomy in practice.
6. Khatri, N. "Consequences of Power Distance Orientation in Organisations."Vision: The
Journal of Business Perspective 13.1 (2009): 1-9. Web.
The cultural milieu has a profound influence on employee behaviour in the organisations.
In an increasingly diverse workplace and in a more globalised business world, managers, to be

effective, need to appreciate behavioural implications of cultural values that employees,

organisations, and societies hold. One of the most cited frameworks to understand behaviour of
people across the national cultures was proposed by Hofstede (2001). In this paper, we take a
look at the behavioural implications in the organisations of power distance (status differences),
which is one of the five cultural dimensions in Hofstedes framework. Specifically, we explore
the impact of power distance orientation on employee participation, nature of job descriptions,
organisational communication and decision-making, discipline and control, deference to senior
employees, management development, and organisational structuring and adaptation. We
conclude that: (1) employees in a high power distance context are unwilling to participate in
decisions and are content with their managers making decisions and giving them instructions,
which they follow passively. (2) jobs are narrowly and tightly specified, giving the employees
limited discretion. (3) communication takes place vertical downwards, with no or little horizontal
communication. Overall communication is anemic. A large communication gap exists between
superiors and their subordinates because it is hard for the subordinates to air their views. (4)
power distance gives managers unlimited power and control over subordinates. Employees, in
turn, have an unquestioning, submissive attitude. (5) older and senior employees get respect from
junior employees not because of formers competence but because of age and long tenure in the
organisation. (6) in a high power distance culture, decisions are made by a few at the top
autocratically. Further, because of little resistance from lower level employees, decisions are
made and implemented faster in a high power distance organisation. However, because of lack of
input from lower level employees as well as poor communication and information sharing,
quality of decisions is poorer in a high power distance organisation. (7) high power distance
organisations are prone to unethical behaviour. This is because top managers have not to justify
or defend their decisions to lower level employees or to the larger organisation. Unethical
behaviour gets covered up or goes undetected. And (8), in a high power distance organisation,
managers tend to micromanage and even minor decisions go to the top. Thus, higher level
managers are inundated with routine decisions
7. Ali, M., C. Kulik T., and I. Metz. "The Impact Of Gender Diversity On Performance In
Services And Manufacturing Organizations." Academy of Management Proceedings 2009.1
(2009): 1-6. Web.
We present three competing predictions of the organizational gender
diversityperformance relationship: a positive linear prediction, a negative linear prediction, and
an inverted U-shaped curvilinear prediction. The paper also proposes a moderating effect of
industry type (services vs. manufacturing). The predictions were tested using archival
quantitative data with a longitudinal design. The results show partial support for the positive
linear and inverted U-shaped curvilinear predictions as well as for the proposed moderating
effect of industry type. The results help reconcile the inconsistent findings of past research. The
findings also show that industry context can strengthen or weaken gender diversity effects

8. Mohamad, Rokimah. "POWER DISTANCE CULTURE AND THE CONSTRUCTION OF

THE FOLLOWERSHIP IDENTITY." Asia Pacific Journal of Advanced Business and Social
Studies 2.1 (2016): n. pag. Web.
Cultural values shape the mind and behaviour of the people and numerous researches has
empirically signified this phenomenon. Culture tends to become the crucial point for determining
the effective leadership and followership and to develop the positive working environment and
power distance is one of the cultural dimensions that bind leadership/followership thinking and
attribute. With regard to the followership research, mainstream organizational literatures indicate
that this area is relatively unexplored. With the recent notion that follower has come into
prominence with the increasing effect of followers on the decision making process, it is
important to further investigate this area. This study was conducted to examine how the
followership was constructed and how their identities were enacted within the power distance
culture. It is a qualitative study, utilizing in-depth interviews with 20 employees in Malaysian
higher education sector, using purposive sampling. The interview were digitally recorded and
transcribed and the data was analysed manually following the qualitative procedures. Findings
demonstrate that in higher power distance culture, the followers were more of dependent type,
subdued behaviours, high obedience to higher authority and conform to the leaders directives. In
organizational studies, these prominent features need to be embraced appropriately so as not to
be the inhibiting factors to the development of creative and innovative society, as has been laid
out in the countrys transformation plan and strategies to achieve the developed nation, and able
to compete at the global arena.