Abstract
Despite decades of encouragement from theorists and consultants, managers have generally not embraced democratic process as a system of management and decision-making in organizations. While it is tempting to explain this state of affairs in terms of managers' reluctance to share power, this article considers the possibility that democracy's limited success is due to its own limitations as a system of organizational governance. The article questions two common assumptions: (a) that political democracy provides a useful model for organizational democracy, and (b) that democratic process is applicable in all organizations. Close analysis suggests that political democracy provides little guidance for organizational democracy because its essential characteristics- accountability to the governed, right of participation, free exchange of information, and right of representation-are rarely, if ever, supported in organizations. Furthermore, the basic function of political democracy- legitimization of authority-has no counterpart in organizations. As for applicability, the article argues that democratic process can only be successfully implemented where it contributes significantly to competitive advantage and organizational performance. This depends on several contingency variables, including the nature of the organization's products and services, the characteristics of its workforce, and the degree of hierarchical resistance to redistribution of power and control.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 81-95 |
| Number of pages | 15 |
| Journal | Academy of Management Executive |
| Volume | 18 |
| Issue number | 3 |
| DOIs | |
| State | Published - Jan 1 2004 |
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ASJC Scopus subject areas
- Marketing
Cite this
The limits of organizational democracy. / Kerr, Jeffrey.
In: Academy of Management Executive, Vol. 18, No. 3, 01.01.2004, p. 81-95.Research output: Contribution to journal › Review article
}
TY - JOUR
T1 - The limits of organizational democracy
AU - Kerr, Jeffrey
PY - 2004/1/1
Y1 - 2004/1/1
N2 - Despite decades of encouragement from theorists and consultants, managers have generally not embraced democratic process as a system of management and decision-making in organizations. While it is tempting to explain this state of affairs in terms of managers' reluctance to share power, this article considers the possibility that democracy's limited success is due to its own limitations as a system of organizational governance. The article questions two common assumptions: (a) that political democracy provides a useful model for organizational democracy, and (b) that democratic process is applicable in all organizations. Close analysis suggests that political democracy provides little guidance for organizational democracy because its essential characteristics- accountability to the governed, right of participation, free exchange of information, and right of representation-are rarely, if ever, supported in organizations. Furthermore, the basic function of political democracy- legitimization of authority-has no counterpart in organizations. As for applicability, the article argues that democratic process can only be successfully implemented where it contributes significantly to competitive advantage and organizational performance. This depends on several contingency variables, including the nature of the organization's products and services, the characteristics of its workforce, and the degree of hierarchical resistance to redistribution of power and control.
AB - Despite decades of encouragement from theorists and consultants, managers have generally not embraced democratic process as a system of management and decision-making in organizations. While it is tempting to explain this state of affairs in terms of managers' reluctance to share power, this article considers the possibility that democracy's limited success is due to its own limitations as a system of organizational governance. The article questions two common assumptions: (a) that political democracy provides a useful model for organizational democracy, and (b) that democratic process is applicable in all organizations. Close analysis suggests that political democracy provides little guidance for organizational democracy because its essential characteristics- accountability to the governed, right of participation, free exchange of information, and right of representation-are rarely, if ever, supported in organizations. Furthermore, the basic function of political democracy- legitimization of authority-has no counterpart in organizations. As for applicability, the article argues that democratic process can only be successfully implemented where it contributes significantly to competitive advantage and organizational performance. This depends on several contingency variables, including the nature of the organization's products and services, the characteristics of its workforce, and the degree of hierarchical resistance to redistribution of power and control.
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UR - http://www.scopus.com/inward/citedby.url?scp=8144228663&partnerID=8YFLogxK
U2 - 10.5465/AME.2004.14776172
DO - 10.5465/AME.2004.14776172
M3 - Review article
AN - SCOPUS:8144228663
VL - 18
SP - 81
EP - 95
JO - Academy of Management Perspectives
JF - Academy of Management Perspectives
SN - 1558-9080
IS - 3
ER -