Power Distance, Receiver Facework, Innovation, and Superior-Subordinate Relationships

Merkin, Rebecca S.

doi:10.1057/978-1-137-59174-6_7

Cited by 6 publications

(4 citation statements)

References 101 publications

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“…Hence, examining the moderating role of power distance can highlight the perceived powerlessness experienced by employees down the organizational hierarchy (Rafiei and Pourreza, 2013). Also, other implicit organizational factors such as psychological safety, superior-subordinate relations and turnover intentions get highlighted (Merkin, 2018). The majority of studies in the area of power distance and unequal workplace status and abusive supervision have been carried out in industrialized and developed western countries (Neuman and Baron, 1998;Tepper et al, 2009;Tepper et al, 2011).…”

Section: Power Distancementioning

confidence: 99%

“…The sense of powerlessness can often cripple organizational bond and restrain people from committing fully to the organization. Power disparity can also antagonize people of different ranks and usher in a low trust environment (Rafiei and Pourreza, 2013;Merkin, 2018). Such explicit expression of felt power distance as argued by Wang and Nayir (2010) and Montag et al (2016) cannot help managers to build an open and candid work culture, something that is a must in modern organizations in general and financial sector in particular.…”

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confidence: 99%

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The mediating role of organizational commitment between organizational justice and organizational citizenship behavior

Jehanzeb

Mohanty

2019

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Purpose The purpose of this paper is to examine the relationship between organizational justice and organizational citizenship behavior (OCB) while considering the mediating effect of organizational commitment and the moderating role of power distance on this association. Design/methodology/approach Using a stratified sampling technique the data were collected from the employees working in bank branches located in five metropolitan cities (i.e. Islamabad, Peshawar, Lahore, Quetta and Karachi) of Pakistan. A total of 409 responses were received and 379 questionnaires were considered for analysis. To test the hypotheses structural equation modeling technique was applied using AMOS 21.0. Findings The results reported an insignificant relationship between organizational justice and OCB, but the relationship between organizational justice and organizational commitment was found to be significant. It has also emerged from the analysis that organizational commitment fully mediates the relationship between organizational justice and OCB. Moreover, power distance was found to moderate the relationship between organizational justice and organizational commitment. Research limitations/implications Findings of this study can be useful for banking organizations and policy makers responsible for employee productivity and overall employee well-being, particularly managers working on long-term organizational vision and expect employees to respond pro-socially toward fellow workers and organizational objectives. The study also provides the scope and space for potential scholars and researchers for carrying out further research. Practical implications Findings of this study can be useful for banking organizations and policy makers who have long-term vision and expect OCB from its employees to be sustainable in a dynamic market. The study also provides the scope and space for potential scholars and researchers for carrying out further research. Originality/value While extensive literature is available on organizational justice and its impact on OCB, very little work seems to have been done to examine the moderating impact of power distance between organizational justice and organizational commitment, particularly in the context of a developing country like Pakistan. Therefore, this work may be considered as original and of significant value in understanding the relationships between the various constructs in the scenario of Pakistan.

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Section: Power Distancementioning

confidence: 99%

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confidence: 99%

The mediating role of organizational commitment between organizational justice and organizational citizenship behavior

Jehanzeb

Mohanty

2019

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“…This concept of power distance is closely linked to the cultural values of Jakarta and is believed to influence the adoption of indirect communication strategies within educational organisations (Siregar et al, 2023). Power distance represents a cultural dimension that reflects a society's or culture's perception of and tolerance for hierarchical structures, authority, and the distribution of power (Merkin & Merkin, 2018). further clarify that in Jakarta, the capital city of Indonesia, power distance is intertwined with cultural values and can impact communication practices for several reasons, including the acceptance of hierarchy, respect for authority, and avoidance of conflict.…”

Section: Influential Factors Affecting the Implementation Of Indirect...mentioning

confidence: 99%

Exploring indirect communication strategies in the educational organisation: perspective from Jakarta, Indonesia

Fitrayatra,

Kuswarno,

Gemiharto

2023

Indonesian Journal of Communications Studies

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This study investigates the use of indirect communication strategies within an educational institution in Jakarta, Indonesia, focusing on discussing their significance in achieving communication objectives within professional contexts. The primary emphasis is on how these indirect communication strategies are applied to cultivate supportive relationships and create a favourable professional environment within educational settings. The following research questions guide the ethnographic study: 1) How are indirect communication strategies employed in educational organisations? and 2) What factors influence the adoption of these communication strategies? This research utilised four data collection methods: participant observation, in-depth interviews, focus group discussions, and document analysis. Participants in this study included school principals, vice-principals, teachers, support staff, students, and parents from a state primary school in Jakarta, Indonesia. The study's findings reveal that indirect communication strategies are predominantly employed to achieve various communication objectives, such as conveying humour, expressing frustration, delivering implied messages, seeking assistance, and expressing uncertainty. These strategies are deeply rooted in the cultural context, particularly influenced by Betawi culture, which strongly emphasises preserving social harmony and promoting respectful interactions. Several influential factors, including shared cultural values, power dynamics, and age, were identified as elements affecting the adoption of these indirect communication strategies.

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“…Organizational culture includes power distance, individualism/collectivism, uncertainty avoidance, masculinity/femininity, and long-term orientation/short-term orientation. As a refinement of organizational culture, power distance refers to the extent to which individuals accept and expect the unequal distribution of power in an organization [22] and is an important factor affecting individual innovation behavior as it can directly affect individual roles and communication modes as well as individual behavior patterns [23]. In addition, according to the theory of the consistency of attitude and behavior, the power distance can change individual attitudes, which inevitably determines the corresponding behavior [24].…”

Section: Introductionmentioning

confidence: 99%

Does Power Distance Necessarily Hinder Individual Innovation? A Moderated-Mediation Model

2020

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Individual innovation behavior is the driving force for enterprise sustainable development and can be affected by many factors, among which power distance is important. To explore the mediating mechanism and boundary conditions of power distance on individual innovation behavior, this paper constructed a moderated mediation model with task characteristics as the moderator and voice behavior as the mediator from the two-dimensional perspective of individual innovation behavior (innovative idea generation and implementation). Responses to 336 valid questionnaires from 133 technological innovation enterprises in China revealed that power distance has a negative effect on innovative idea generation, but a positive effect on innovative idea implementation. In this process, task characteristics only play a moderating effect in the relationship between power distance and innovative idea implementation, but fail to moderate the relationship between power distance and innovative idea generation. In addition, it was found that voice behavior mediates the relationship between power distance and individual innovation behavior. This study provides useful insight on the mechanism of organizational culture on individual innovation behavior, and suggests leaders take effective measures to improve the enterprise sustainable development ability.

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Power Distance, Receiver Facework, Innovation, and Superior-Subordinate Relationships

Cited by 6 publications

References 101 publications

The mediating role of organizational commitment between organizational justice and organizational citizenship behavior

The mediating role of organizational commitment between organizational justice and organizational citizenship behavior

Exploring indirect communication strategies in the educational organisation: perspective from Jakarta, Indonesia

Does Power Distance Necessarily Hinder Individual Innovation? A Moderated-Mediation Model

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