000			01991naa a2200181uu 4500
001			9092215505013
003			OSt
005			20190211165446.0
008			090922s2009 xx ||||gr |0|| 0 eng d
100	1		_aAL-YAHYA, Khalid O _937708
245	1	0	_aPower-Influence in Decision Making, Competence Utilization, and Organizational Culture in Public Organizations : _bThe Arab World in Comparative Perspective
260			_bOxford Journals, _capr. 2009
520	3		_aThis article proposes and tests an integrative model of multiple associations between power-influence sharing in decision making, work-related outcomes (WRO), and organizational culture in public sector organizations in Saudi Arabia. The analysis is based on a survey of public administrators (n = 390). To date, little research has successfully addressed these conceptual linkages, especially in public sector organizations. The structural equation model analyses show that participative practices are significant predicators of effective utilization of competence (knowledge, skill, and ability). This in turn has an impact on perceptions of WRO including information sharing, decision quality, predictability and acceptability of authorized decisions by employees, job satisfaction, and motivation. The results also suggest that elements of organizational culture have some impact on both decision making and perceived WRO. The study has profound implications for organization development and leadership, particularly in bureaucracies in transition. It is essential for public organizations to understand the importance of human capital utilization and complexity of adjusting decision processes, as well as organizational norms at various stages of capacity development
773	0	8	_tJournal of Public Administration Research and Theory - JPART _g19, 2, p. 385-407 _dOxford Journals, apr. 2009 _xISSN 10531858 _w
942			_cS
998			_a20090922 _b1550^b _cmayze
998			_a20120517 _b1416^b _cGeisneer
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c30081 _d30081
041			_aeng