Propensity for participative decision making (PPDM) in Turkey and the USA

John A. Parnell, Mehmet Ali Koseoglu, Eric B. Dent

Research output: Journal article publicationJournal articleAcademic researchpeer-review

7 Citations (Scopus)


Increased subordinate participation in management decisions has been a recognised trend in both private and public organisations in many western nations. Less is known about such practices in other parts of the world, however, especially in emerging countries. This study assesses similarities and differences between US and Turkish managers with regard to propensity for participative decision making (PPDM). The first hypothesis tests the validity of the PPDM scale among a sample of Turkish managers, and was supported. The second hypothesis examines whether US managers report higher levels of participation with respect to the four dimensions of organisational effectiveness, power, culture, and commitment. Surprisingly, the Turkish managers reported higher levels of participation in the first three dimensions, with no statistical difference with the US managers on commitment. Other findings are discussed and directions for future research are also presented.
Original languageEnglish
Pages (from-to)278-304
Number of pages27
JournalInternational Journal of Business Excellence
Issue number3
Publication statusPublished - 1 May 2012
Externally publishedYes


  • Culture
  • Organisational commitment
  • Organisational effectiveness
  • Participation
  • Participative decision making
  • PDM
  • Power
  • PPDM
  • Propensity for participative decision making
  • Turkey
  • USA

ASJC Scopus subject areas

  • Business and International Management
  • Strategy and Management


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