Decision type, participative decision making (PDM), and organizational behavior: An experimental simulation

Sagie, Abraham; Elizur, Dov; Koslowsky, Meni

doi:10.1080/08959289509539858

Cited by 41 publications

(36 citation statements)

References 34 publications

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“…This contradicts previous findings by Sagie et al, 11 who say that more PDM leads to higher acceptance and willingness to change. Quite possibly, this is because we added trust in management to our model.…”

Section: Discussioncontrasting

confidence: 78%

Participation in decision-making when designing care programmes and integrated care pathways

Kuijpers

Joosten

Natris

2012

International Journal of Care Pathways

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The need for improved quality in health care has forced health-care organizations worldwide to critically review and improve their current care delivery processes. While some of these projects succeed, there are also a number of projects that fail. One of the factors contributing to their success or failure is willingness to change. That is why a number of redesign methods, including care pathway development, emphasize frontline staff involvement to reduce resistance. One of the mechanisms used in care pathway development to involve staff is the sharing of influence or decision-making between superiors and their subordinates. This mechanism is also known as participatory decision-making (PDM). In this research paper, we have addressed this issue by investigating whether or not increasing PDM by developing care pathways and care programmes leads to increased organizational commitment, trust in management and willingness to change. Our research shows that PDM leads to increased trust in management and organizational commitment. Evidence indicating that PDM indirectly contributes to an increased willingness to change was also found. The outcome of our research suggests that increasing PDM when developing care programmes and care pathways can be an effective method of increasing the chances of success for care pathway development projects.

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Section: Discussioncontrasting

confidence: 78%

Participation in decision-making when designing care programmes and integrated care pathways

Kuijpers

Joosten

Natris

2012

International Journal of Care Pathways

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“…Fortunately, experimental studies on the issues the DIO team explored have been conducted as well. Sagie, Elizur, and Koslowsky (1995) conducted an experiment in which participants were allowed participation or no participation (referred to as`direction') in both`strategic' and`tactical' decision making (see also Sagie et al, 1989). The results showed more positive reactions following participation as opposed to no participation in tactical decisions whereas more negative reactions were found following participation as opposed to no participation in strategical decisions.…”

Section: Participation In Decision Makingmentioning

confidence: 92%

“…The results showed more positive reactions following participation as opposed to no participation in tactical decisions whereas more negative reactions were found following participation as opposed to no participation in strategical decisions. It should be noted here, however, that the manipulations of the Sagie et al (1989Sagie et al ( , 1995 experiments had serious drawbacks. Most important for the present purposes, instead of crossing the two types of decisions with the two sorts of decision-making procedures, all participants in the Sagie et al (1995) experiment experienced both decisions in the same order.…”

Section: Participation In Decision Makingmentioning

confidence: 99%

“…It should be noted here, however, that the manipulations of the Sagie et al (1989Sagie et al ( , 1995 experiments had serious drawbacks. Most important for the present purposes, instead of crossing the two types of decisions with the two sorts of decision-making procedures, all participants in the Sagie et al (1995) experiment experienced both decisions in the same order. All participants ®rst reacted to the strategical decision and then to the tactical decision.…”

Section: Participation In Decision Makingmentioning

confidence: 99%

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Appropriateness of decisions as a moderator of the psychology of voice

Bos

Spruijt

2001

Euro J Social Psych

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“…In general, change is accepted, embraced more eagerly, and perceived favourably if the change recipients are engaged more actively in bringing about that change (Holt, Armenakis, Feild, & Harris, 2007;Amiot, Terry, Jimmieson, & Callan, 2006;Sagie, Elizur, & Koslowsky, 1995;Wanberg & Banas, 2002;Coyle-Shapiro, 2002). …”

Section: Organisational Change In Healthcarementioning

confidence: 99%

The Effect of Leadership Behaviours on the Change Process in Healthcare Organisations in Saudi Arabia

Alharbi¹

2018

GJHS

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Objective: The purpose of this empirical study was to explore and determine the influence of leadership behaviors on the organisational change process in healthcare organisations in the Kingdom of Saudi Arabia.Methods: Primary data were collected from a sample of 272 employees in hospitals in the Al-Qassim region. The study used a self-administered questionnaire to examine the role of leadership behaviors (task-, relations-, and change-oriented leadership behaviors) on the organisational change process in healthcare organisations. Cross-sectional data were analyzed using SPSS.Results: Positive and significant relations were found between leadership behaviors and the organisational change process contributed 54% of the variation in the dependent variable (R 2 = 0.54). Conclusions:The findings of this research are highly significant, as they can give managers and organisational leaders a more profound insight into the behaviors and practices required to improve healthcare organisations' performance during implementation of the change process.

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Decision type, participative decision making (PDM), and organizational behavior: An experimental simulation

Cited by 41 publications

References 34 publications

Participation in decision-making when designing care programmes and integrated care pathways

Participation in decision-making when designing care programmes and integrated care pathways

Appropriateness of decisions as a moderator of the psychology of voice

The Effect of Leadership Behaviours on the Change Process in Healthcare Organisations in Saudi Arabia

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