Power Distance in Shipboard Organizational Environments: Its Impact on Decision-Making and Improvement Strategies

Abstract

This paper systematically explores the impact of power distance on the decision-making process in the ship organizational environment. Through in-depth analysis of two real cases, it reveals how high power distance leads to information occlusion, communication barriers, and decision-making blind spots, thereby exerting adverse effects on ship safety and operations. The study finds that against the background of the coexistence of a high hierarchical system and cultural differences, crew members with lower positions are often reluctant to put forward opinions due to high power distance, resulting in the possibility that the decisions made by the captain and other crew members with higher positions lack the support of diverse perspectives. This paper proposes three practical strategies to reduce power distance: first, providing leadership training for captains and crew members with high position to improve their communication and listening skills; second, organizing diverse team-building activities to enhance equal interaction and trust among crew members at all levels; third, holding regular open meetings to encourage all crew members to participate in major decision-making. This study provides a theoretical basis and practical reference for optimizing ship management, improving crew collaboration, and enhancing ship safety, and also offers direction and guidance for promoting organizational cultural changes in the maritime industry in the future.