Employee participation in decision making, psychological ownership and knowledge sharing: mediating role of organizational commitment in Taiwanese high-tech organizations

2010 ◽  
Vol 21 (12) ◽  
pp. 2218-2233 ◽  
Author(s):  
Tzu-Shian Han ◽  
Hsu-Hsin Chiang ◽  
Aihwa Chang
Keyword(s):  
Decision Making ◽  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Employee Participation ◽  
Psychological Ownership ◽  
High Tech ◽  
Mediating Role ◽  
Participation In Decision Making

Investigating the Mediating Role of Knowledge Sharing on Employee Engagement

2020 ◽  
Vol 11 (1) ◽  
pp. 47-63 ◽  
Author(s):  
Ibrahim M. Al-Jabri
Keyword(s):  
Decision Making ◽  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Employee Engagement ◽  
Social Factors ◽  
Mediation Effect ◽  
Research Model ◽  
Factors Affecting ◽  
Mediating Role

This article proposes a research model that explores the social factors affecting knowledge sharing and employee engagement and examines the mediating role of knowledge sharing on employee engagement. Data was collected from 191 employees from a large holding company and the research model was empirically tested using partial least squares analysis. The results show that coworker congruence, organizational commitment, and participative decision-making affect knowledge sharing and employee engagement. The findings also reveal that knowledge sharing has a full mediation effect between coworker congruence and employee engagement and between decision-making and employee engagement. In addition, knowledge sharing also has a partial mediation effect between organizational commitment and employee engagement. This study is a pioneering attempt to understand the effects of social factors on knowledge sharing and employee engagement. The findings of this study will be helpful to organizations using knowledge sharing systems as mechanisms to promote knowledge sharing and employee engagement.

scholarly journals Does Employees’ Participation in Decision Making Increase the level of Corporate Social and Environmental Sustainability? An Investigation in South Asia

2019 ◽  
Vol 11 (2) ◽  
pp. 511 ◽  
Author(s):  
Omer Farooq ◽  
Mariam Farooq ◽  
Emmanuelle Reynaud
Keyword(s):  
Decision Making ◽  
Social Identity Theory ◽  
Environmental Sustainability ◽  
Organizational Identification ◽  
Employee Participation ◽  
Legal Framework ◽  
Process Data ◽  
Participation In Decision Making ◽  
The Impact

Although previous studies have explored the role of legal framework, industry norms, innovation, and the use of clean technologies to achieve sustainability, they have paid little attention to the role of employees in increasing a firm’s sustainability performance. This article develops a model based on social identity theory and proposes that employees whose organizational identification is rooted in the sustainability of the firm can influence the sustainability strategy of the firm through the participation process. Data were obtained from 421 employees of large fast-moving consumer goods manufacturers. The findings demonstrate that employee participation has a strong positive effect on all the components of sustainability (environmental and societal). Moreover, the findings show that the impact of employee participation on the components of sustainability is moderated by organizational identification in such a way that if employees have a strong sense of identification with their organization, their participation in decision making has a greater impact on the sustainability of their organization.

Employee Governance and the Ownership of the firm

2004 ◽  
Vol 14 (1) ◽  
pp. 1-21 ◽  
Author(s):  
John R. Boatright
Keyword(s):  
Decision Making ◽  
Corporate Governance ◽  
Employee Participation ◽  
Employee Ownership ◽  
Market Economies ◽  
Participation In Decision Making ◽  
The Difference ◽  
Ownership Rights ◽  
New Strategies

Abstract:Employee governance, which includes employee ownership and employee participation in decision making, is regarded by many as morally preferable to control of corporations by shareholders. However, employee governance is rare in advanced market economies due to its relative inefficiency compared with shareholder governance. Given this inefficiency, should employee governance be given up as an impractical ideal? This article contends that the debate over this question is hampered by an inadequate conception of employee governance that fails to take into account the difference between employees and shareholders. It offers a different, more adequate conception of employee governance that recognizes a sense in which employees currently have some ownership rights. The argument for this conception of employee governance is built on an expanded understanding of the ownership of a firm. The article also suggests new strategies for strengthening the role of employees in corporate governance.

Stimulating Employees' Feedback-seeking Behavior: The Role of Participative Decision Making

2016 ◽  
Vol 44 (1) ◽  
pp. 1-8 ◽  
Author(s):  
Xiaoyan Li ◽  
Jing Qian
Keyword(s):  
Decision Making ◽  
Psychological Ownership ◽  
Feedback Seeking ◽  
Mediating Role ◽  
Seeking Behavior ◽  
The Relationship

Drawing upon psychological ownership theory, we examined the link between participative decision making and employees' feedback seeking from supervisors, by focusing on the mediating role of job-based psychological ownership. Analysis of data from 248 subordinatesupervisor dyads employed at 2 hotels in China showed that participative decision making was positively associated with employees seeking feedback from supervisors, and the relationship was mediated by job-based psychological ownership. In sum, our results suggest that participative decision making can serve as a managerial tool to stimulate, encourage, and foster employees' feedback-seeking behavior, and that the development of job-based psychological ownership can help with this process.

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