William Crandall

Propensity for Participative Decision‐Making, Job Satisfaction, Organizational Commitment, Organizational Citizenship Behavior, and Intentions to Leave Among Egyptian Managers

Relationships among job satisfaction, organizational commitment, organizational citizenship behavior, propensity for participative decision‐making (PPDM), and intentions to leave have been assessed in a number of studies of Western managers. However, there is a dearth of such research in non‐Western organizations. This study examines these relationships among Egyptian managers and suggests prospective directions for additional research in the field.

Rethinking participative decision making

Revisits Parnell and Bell’s arguments that managers have different propensities for participative decision making (PPDM) and develops a modified scale to measure the construct which includes commitment and cultural components. Specifically, findings suggest that a manager’s PPDM is a function of four core factors: beliefs concerning the effectiveness ofparticipation, perceptions about the effect of participation on the manager’s power, theculture of the organization in which the manager operates, and the presence of a genuine commitment to participative decision making.

A Behavioral Economics Perspective on Crisis Management Decision-Making

Scholarly work in the crisis management field has flourished in recent years with contributions from numerous disciplines, including strategic management, organizational behavior, public relations,...