The mediating role of organisation support in effective delegation: the case of Chinese subordinate managers Online publication date: Fri, 07-Dec-2007
by Therese A. Joiner, Steve Bakalis, Jerome Choy
International Journal of Chinese Culture and Management (IJCCM), Vol. 1, No. 1, 2007
Abstract: Delegation is widely accepted as an essential element of effective management in North American organisations; however, delegation may not be effective in other countries where employees hold different cultural values. We suggest that Chinese cultural values are inconsistent with delegation, and as such we develop a model in which organisation support mediates the relationship between delegation and, subordinate job satisfaction and performance in the Chinese context. Our sample comprised 136 Chinese subordinates working in a large transport company in Hong Kong. Our results show that organisation support partially mediates between delegation and job satisfaction while organisation support (with job satisfaction) fully mediates between delegation and subordinate performance. Implications for the theory and practice of delegation are discussed, particularly in the context of employees' national cultural differences.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Chinese Culture and Management (IJCCM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook