Empowerment effects across cultures

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Performance consequences of psychological empowerment (2009, background): “Hui et al. (2004) however found in a cross-cultural study that empowerment had a stronger effect on job satisfaction in low power-distance cultures than in high power-distance cultures.”
Employee empowerment, job satisfaction and organizational commitment (2011, background): “In particular, incongruence between empowerment as a management practice and cultural values may be influential in high power distance nations where subordinates are accustomed to unquestioningly taking orders from their supervisors ( Hui et al. , 2004”
Leader–member exchange (LMX), paternalism, and delegation in the Turkish business culture: An empirical investigation (2006, background): “This is because, in high-power distance cultures, employees are accustomed to taking orders from their supervisors and may neither expect nor desire to be delegated (Hui et al., 2004).”
Empowering leadership, employee goal orientations and work performance (2014, background): “Some studies have demonstrated that empowering leadership outcome relationships could be detrimental (Ahearne et al., 2005; Hui et al., 2004; Robert et al., 2000).”
Translation in cross-language international business research: Beyond equivalence (2014, background): “2000, define equivalence or comparability as having “the same meaning or interpretation”, in line with Hult et al. (2008), but add the proviso “as far as possible” (141).”