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Empowerment in New Zealand firms: insights from two cases

Empowerment in New Zealand firms: insights from two cases Using a qualitative methodology, the present research attempts to understand members’ perceptions of empowerment in two New Zealand organizations that have undergone various reforms in the workplace. In a departure from the literature, our study reveals the context‐specific nature of empowerment and offers probable reasons for the lack of a unified (or universal) definition. From our case data, we also identify several factors that either facilitate or inhibit the empowerment process, and that have significant implications for organizations seeking to empower their employees. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Empowerment in Organizations Emerald Publishing

Empowerment in New Zealand firms: insights from two cases

Empowerment in Organizations , Volume 6 (3): 12 – May 1, 1998

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Publisher
Emerald Publishing
Copyright
Copyright © 1998 MCB UP Ltd. All rights reserved.
ISSN
0968-4891
DOI
10.1108/14634449810210814
Publisher site
See Article on Publisher Site

Abstract

Using a qualitative methodology, the present research attempts to understand members’ perceptions of empowerment in two New Zealand organizations that have undergone various reforms in the workplace. In a departure from the literature, our study reveals the context‐specific nature of empowerment and offers probable reasons for the lack of a unified (or universal) definition. From our case data, we also identify several factors that either facilitate or inhibit the empowerment process, and that have significant implications for organizations seeking to empower their employees.

Journal

Empowerment in OrganizationsEmerald Publishing

Published: May 1, 1998

Keywords: Case studies; Employee attitudes; Empowerment; New Zealand

References