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The rationale and development of organizational democracy scale

Published online by Cambridge University Press:  05 May 2022

Kaleem Ahmed Open the ORCID record for Kaleem Ahmed [Opens in a new window]  and
Alia Ahmed
Kaleem Ahmed*
Affiliation:
Assistant Professor, Management Sciences Department, The University of Lahore, Chenab Campus Pakistan, 50700
Alia Ahmed
Affiliation:
Dean, Department of Business Administration, National College of Business Administration and Economics, Lahore, Pakistan
*
*Corresponding author: Kaleem Ahmed, Email: [email protected]
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Abstract

The idea of bringing democratization at the workplace has been present in management literature for decades. Literature has witnessed an increased interest of researchers on this topic, especially after the 2003 Academy of Management Annual Meeting conference having the theme “Democracy in a Knowledge Economy,” and August 2004 special issue of the Academy of Management Executive: “Democracy in and around Organizations.” To further explore this underpinned concept, the present study aims to refine and develop the organizational democracy construct. Using in-depth literature analysis published in last three decades on organizational democracy, ten dimensions (freedom, fairness, integrity, tolerance, shared responsibility, structure, transparency, knowledge sharing, accountability, and learning environment) were identified, leading to the development of its conceptual framework. By deploying established scale development procedures, the organizational democracy scale was developed, refined, and validated. The new organizational democracy scale consists of forty-five items consistent with theory and practice. The scale will assist future researchers and industrial practitioners in a deeper exploration of this construct and organizational managers for establishing, assessing, and improving democratic practices at their workplaces.

Keywords

democracyorganizational democracyworkplacescale development
Type
Research Article
Information
Business and Politics , Volume 24 , Issue 3 , September 2022 , pp. 261 - 276
Copyright
Copyright © The Author(s), 2022. Published by Cambridge University Press on behalf of V.K. Aggarwal

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