Empowerment effects across cultures

Michael K Hui, Kevin Au and Henry Fock
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Michael K Hui: Department of Marketing, The Chinese University of Hong Kong, Hong Kong
Kevin Au: Department of Management, The Chinese University of Hong Kong, Hong Kong
Henry Fock: Department of Marketing, The Chinese University of Hong Kong, Hong Kong

Journal of International Business Studies, 2004, vol. 35, issue 1, 46-60

Abstract: Three studies examined cross-cultural variations in empowerment effects. Study 1 investigated whether Hofstede's power distance scores moderated the effect of job autonomy on job satisfaction using World Values Survey data on 33 nations. Study 2 surveyed frontline hotel employees from Canada and PRC to investigate the moderating role of power distance at the individual level. In Study 3, hotel management students from Canada and PRC were asked to play the role of a frontline employee, who had to handle a special customer request, in a scenario experiment. These studies show consistently that the cultural value of power distance moderates the effect of empowerment on job satisfaction. Moreover, willingness to accept and exercise the discretionary power allowed by management and desire to satisfy customer needs and wants are two employee conditions that are essential for the successful implementation of the empowerment approach. Journal of International Business Studies (2004) 35, 46–60. doi:10.1057/palgrave.jibs.8400067

Date: 2004
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