Section FiveTable 5-2 continued
Note: P = perceptual measures of performance. Many performance effects are industry
specific. Industry differences in performance effects are not indicated in this table.
Systems of practices were often statistically defined by the studies from which this table
was compiled. For example, individual practices were often categorized by factor analysis
and assigned descriptive system labels.
Sources: Studies reported in this section provide the basis for these results.
The study’s findings on the effects of delegated or
decentralized decision making may be summarized as follows:
Not surprisingly, increased delegation has a
significant positive relationship with operational
outcomes. Once again, this confirms the notion
that employees feel empowered by increased
delegation, and this empowerment can lead to
significant improvements in the operational
outcomes of the organization. This is an
important finding worthy of attention. The data
suggest that organizations that make a conscious