PARTICIPATIVE DECISION MAKING - MODEL, LITERATURE CRITIQUE, AND PRESCRIPTIONS FOR RESEARCH

The paper develops a model of organizational participative decision making (PDM) which emphasizes equilibrium and social change. Using attitudes as a mediating variable, the analysis explores organizational homeostatic reactions to an experimental PDM program. Various mechanisms are described by which PDM may contribute to motive satisfaction of managers and subordinates and to organizational goal attainment. Using this approach, the effects of several mediating variables on PDM are entertained. The PDM literature is summarized briefly and criticized in depth. Research in nonorganizational settings is not relevant, for the central issues in organizational PDM are ignored. Although less at fault, observational studies of organizations offer insufficient support for the PDM hypothesis. Experimental studies in organizations could provide the best support, but the data are mixed (yet suggestive). It is suggested that future research focus on mediating factors in PDM. © 1968.