Power distance and its implications for upward communication and empowerment: crisis management and recovery in hospitality services

Koç, Erdoğan

doi:10.1080/09585192.2013.778319

Cited by 65 publications

(38 citation statements)

References 68 publications

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“…Due to stratification based on status, there is less communication between managers and employees (Morrison and Milliken, 2000) and communication tends to be less open (Koc, 2013). In line with the reasoning of Maseland and van Hoorn (2009), we expect that employees in these countries will appreciate employee-oriented HRM practices to a greater extent, because their need for development and for open communication may not otherwise be met.…”

Section: The Moderating Effect Of National Power Distancesupporting

confidence: 52%

“…When employees can freely share information and views with their managers, it allows the latter to stay in touch with their employees and detect emerging trends and problems in the marketplace (Tourish, 2005). Given that innovation heavily relies on information sharing to find unknown knowledge and integrate knowledge in a novel way (Nonaka, Toyama and Nagata, 2000; Camelo-Ordaz, Garcia-Cruz, Sousa-Ginel and Valle-Cabrera, 2011; Lin and Sanders, 2017) and given the impact of power distance on communication across hierarchies (Morrison and Milliken, 2000;Koc, 2013), such a focus has unique value for this study.…”

Section: Communication Research Shows That Open Communication With Mmentioning

confidence: 99%

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HRM and innovation: the mediating role of market-sensing capability and the moderating role of national power distance

Lin

Sanders

Sun

et al. 2018

The International Journal of Human Resource Management

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This paper examines the mechanism through which human resource management (HRM) practices promote firms' innovation and how this relationship differs across cultures. Based on a dataset of 3,755 firms from 13 countries, this study finds that in most countries employee-oriented HRM practices that dedicate attention to employee needs and interests are positively related to firms' market-sensing capability, which is the capability to continuously learn about their markets. Market-sensing capability is in turn significantly related to firms' product and process innovation. Crosscountry examination further reveals that in high power distance countries employeeoriented HRM practices have a stronger positive effect than in low power distance countries. This study highlights the importance of HRM in supporting the use organizations make of external knowledge, which is critical for organizational innovation. Bringing an external perspective, we complement existing literature that emphasizes the role of HRM in integrating internal knowledge. Our cross-cultural findings contribute to the understanding of cultural contingency in HRM theories.

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Section: The Moderating Effect Of National Power Distancesupporting

confidence: 52%

Section: Communication Research Shows That Open Communication With Mmentioning

confidence: 99%

HRM and innovation: the mediating role of market-sensing capability and the moderating role of national power distance

Lin

Sanders

Sun

et al. 2018

The International Journal of Human Resource Management

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“…The context of power distance manifests the condition of a hierarchical social environment substantially different statuses between individuals and groups. This conceptual understanding of the distance orientation of power gives rise to creativity in groups [15] enhancing communication and empowerment [16] and ethical leadership [17]. According to [18], power distance orientation refers to variations in developmental levels related to status, authority and leadership behavior.…”

Section: Theory and Hypothesismentioning

confidence: 99%

The Moderation Effect of Power Distance Orientation and Leadership Personality on Budget Participation and Relationship of University Performance in Indonesia

Apriwandi¹,

Supriyono²,

Choirunnisa³

2020

Proceedings of the 3rd Asia Pacific International Conference of Management and Business Science (AICMBS 2019)

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This study explores the influence of moderating the distance of power and personality of leaders on the relationship between participatory budgeting and university performance. This study broadens previous research by the personalization variable of superiors using the dimensions of the personality of the top five and assessing the dimensions of the power of cultural distance as variables that influence individuals to involve themselves in budgeting. Three hundred fifteen sample questionnaires with research respondents were university faculty managers in Indonesia supporting interaction predictions. The research findings provide evidence that universities with a relatively high power distance culture between ethnic-led faculty managers rather than non-ethnic-led faculty managers in Indonesia influence the budgeting process. Other results provide evidence that a strong personality significantly affects performance. Based on these findings, it shows that in Indonesia, faculty management applies expressions of their ability to communicate and offer choices in budgeting. This, in turn, can hinder the budget decision-making process and reduce the acceptance of every decision by managers. This finding shows that the cultural dimension of power distance and superior personality variables prove to be a moderating variable in participatory budgeting.

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“…One of the core intents of offering a critique of the crisis‐as‐event model and proposing an alternative is to highlight the narrowed attention paid in traditional crisis analysis to power and control or the expression of interests embedded in every claim of urgency. In the crisis‐as‐event model, power is an element of the leader's response to crises (‘t Hart, ; Koc, ). In the crisis‐as‐claim model, power is both inherent in the initiating claims‐making process and shaped by the content of the claim.…”

Section: Towards a New Modelmentioning

confidence: 99%

There is no such thing as a crisis: A critique of and alterative to the dominant crisis management model

Spector

2019

Contingencies & Crisis Mgmt

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In this Forum piece, I propose an alternative conceptual model, one that replaces the crisis event with the claim of urgency made by a leader as the focal unit of analysis. The proposed crisis‐as‐claim model insists that no claim of urgency is legitimate per se. From the perspective of the researcher, the crisis‐asclaim model reverses cause‐and effect from the event to the claim as independent variable. Finally, the crisis‐as‐claim model elides the consideration of heroic leadership so common in the crisis‐as‐event model, positioning instead leaders as claims makers always intent on advancing interests and enhancing power.

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Power distance and its implications for upward communication and empowerment: crisis management and recovery in hospitality services

Cited by 65 publications

References 68 publications

HRM and innovation: the mediating role of market-sensing capability and the moderating role of national power distance

HRM and innovation: the mediating role of market-sensing capability and the moderating role of national power distance

The Moderation Effect of Power Distance Orientation and Leadership Personality on Budget Participation and Relationship of University Performance in Indonesia

There is no such thing as a crisis: A critique of and alterative to the dominant crisis management model

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