The relation of beliefs about work to rationales for participation were examined in a Scottish and an Arizona sample. Evidence was found for both similarities and differences in cognitive sets. Humanistic beliefs were associated with beneficial outcomes (such as decision quality and acceptance) and an educative process. Marxist beliefs were associated with a moral purpose, beneficial outcomes, and a lack of inhibition of management. Organization beliefs (value of group working) were related to an educative process. Some belief-rationale relations were found only in the Scottish sample and some only in the Arizona sample. These indicate potential differences in the way participation is used as a managerial technique in the two countries. U.S. managers possess a more differentiated cognitive set and an appreciation of participation as a social technology.
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