Participation-performance Relationship
The Participation-Performance Relationship is a theoretical construct in organizational behavior that specifies the causal or correlational link between the extent of employee involvement in decision-making processes and the resulting individual or organizational performance outcomes.
235
Publications
21.7K
Citations
455
Authors
250
Institutions
Publications per year
2017–2026
31
235
Robert E. Cole, Edward E. Lawler · Administrative Science Quarterly · 1988 · 1.1K citations
Management, Human Resource Management, Organizational Behavior +17
1–5 of 235
455
7
h-index
4
h-index
4
h-index
3
h-index
3
h-index
1–5 of 455
250
Michigan State University
East Lansing, United States
9 h-index
11 publications
2.5K citations
University of Illinois Urbana-Champaign
Urbana, United States
6 h-index
7 publications
733 citations
University of Washington
Seattle, United States
6 h-index
10 publications
1.1K citations
Purdue University West Lafayette
West Lafayette, United States
4 h-index
5 publications
752 citations

Università Cattolica del Sacro Cuore
Milan, Italy
4 h-index
9 publications
406 citations

University of Amsterdam
Amsterdam, The Netherlands
4 h-index
6 publications
968 citations
Technion – Israel Institute of Technology
Haifa, Israel
4 h-index
4 publications
536 citations

The University of Western Australia
Perth, Australia
4 h-index
4 publications
148 citations
1–8 of 250
AMJ · 14 publications · 2.2K citations
14
h-index
AMR · 7 publications · 3.2K citations
7
h-index
6 publications · 483 citations
6
h-index
4 publications · 142 citations
4
h-index
ASQ · 4 publications · 1.3K citations
4
h-index
1–5