The present meta-analysis revisits issues from previous reviews on the relationship between participative decision making (PDM) and performance. Based on a two-phased process model in which attitudes mediate between PDM and performance, several conditions that enhance the PDM-performance relationship are proposed. These are a group (nonleadership) rather than leadership setting, a "tell " rather than "tell and sell " persuasion strategy, and subjective rather than objective measures of participation. Additionally, it is proposed that confounding other intervention methods with PDM or organizational outcomes with performance influences the PDM-performance relationship. Using the dual test of differentiating among effect sizes and reducing variance, a moderator analysis of 70 field and laboratory samples provided support for the propositions. Theoretical and practical implications of the findings are discussed.
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