Giving Up Control without Losing Control
研究管理者在什么条件下更愿意让低层员工参与决策，发现对员工的信任、绩效信息和激励措施能促进这种参与，进而提升组织绩效。基于汽车行业调查数据的路径分析支持了假设。
Because involving lower echelon employees in decision making requires risk on the part of managers, we suggest that certain contextual features must be in place for managers to be more willing to do so. We hypothesize that managers’trust in employees, and two impersonal substitutes for trust—performance information and incentives—will increase managers’ involvement of lower echelon employees in decision making. Managers’involvement of lower echelon employees is further hypothesized to enhance organizational performance. Path analysis of survey data from the automotive industry provides support for the hypotheses.