Empowerment effects across cultures

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Total quality management (TQM) strategy and organisational characteristics: Evidence from a recent WTO member (2010, background): “Organisational culture or behaviour is influenced by the type of corporate ownership (Yavas & Rezayat, 2003 ; Hui, Au, & Fock, 2004 ).”
Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power values (2010, background): “Given that earlier research on empowerment and power distance suggests that high levels of power distance appear to dampen the impact of empowerment (e.g. Hui et al., 2004; Robert et al., 2000), the composition of our sample could have had a number of effects.”
Moderation Effects of Power Distance on the Relationship Between Types of Empowerment and Employee Satisfaction (2013, methodology): “Contrary to the findings of prior research, which concluded that empowerment is inapplicable in high power distance societies (e.g., Hui et al., 2004; Robert et al., 2000), we have shown that this conclusion is subject to the type of empowerment in question.”
Situational job characteristics and job satisfaction: The moderating role of national culture (2015, background): “For instance, Hui et al. (2004) found that power distance moderates job autonomy’s influence on job satisfaction.”