Exploring empowerment cross-cultural differences along the power distance dimension

Abstract

This exploratory study investigates empowerment in a cultural context. One hundred and thirty-five MBAs participated in a management simulation. Results suggest differences based on participants’ cultural background. Specifically, as a result of the empowerment process participants from both high and low power distance cultures were more satisfied with their job in the empowered condition and less satisfied in the disempowered condition. Individuals from high power distance cultures did not perform as well when empowered as when disempowered. Participants from low power distance cultures performed similarly, regardless of the empowerment process. Implications of these findings for empowerment programs and future research are discussed.