Full-text VersionPublisher’s Version
Using power to affect performance in China : effects of employee achievement and social contextInternational Journal of Conflict Management
Document TypeJournal article
- Competitive strategy,
- Management power
AbstractPurpose - Researchers interested in the positive side of power and managers seeking to develop a resourceful workforce seek to understand the conditions under which managers use their power to assist and encourage employees. This paper aims to address this issue. Design/methodology/approach - An experiment conducted in China tested the hypothesis that employee performance and relationship with the manager affects the use of power. Findings - Results indicate that participants used their power to provide directly relevant information and encouraged employees who demonstrated their need by performing ineffectively. In addition, participants with cooperative, compared with competitive and independent, goals assisted, encouraged, and felt the responsibility to assist their employees. Originality/value - Results were interpreted as suggesting that demonstrating a clear need for managerial assistance and developing cooperative goals are important bases for fostering the positive use of power.
Copyright © 2010 Emerald Group Publishing Limited
Access to external full text or publisher's version may require subscription.
Citation InformationTjosvold, D., & Sun, H. F. (2010). Using power to affect performance in China: Effects of employee achievement and social context. International Journal of Conflict Management (Emerald), 21(4), 364-381. doi: 10.1108/10444061011079921