Through the eyes of the involved: the extent to which different types of influence shape public employed frontline professionals’ perception of involvement in organizational decision-making

Abstract

ABSTRACT This article offers a theoretical model on how frontline professionals form their perception of being involved in organizational decision-making by balancing perceived benefits and transaction costs of increased influence. The model suggests that frontline professionals find consultation most beneficial for decisions that are distal from their daily work tasks and prefer joint decision-making for decisions that are proximal to their daily work tasks. Results from a survey experiment with more than 600 public employed junior physicians reveal that, regardless of the proximity of the organizational decision, they perceive consultation as the most beneficial form of influence in organizational decision-making.