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The paradox of empowerment ‐ a case study

The paradox of empowerment ‐ a case study Displays the effects of empowerment when the idea of empowerment becomes embedded in organizational culture. Avoids quick fix tactics; instead advises a long view approach to empowerment implementation which involves commitment of top leadership to world class excellence and the full utilization of employees. Informs about the practical considerations of employment of empowerment, and the systemic issue which embracing the notion of empowerment requires. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Empowerment in Organizations Emerald Publishing

The paradox of empowerment ‐ a case study

Empowerment in Organizations , Volume 5 (4): 7 – Dec 1, 1997

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
0968-4891
DOI
10.1108/14634449710195480
Publisher site
See Article on Publisher Site

Abstract

Displays the effects of empowerment when the idea of empowerment becomes embedded in organizational culture. Avoids quick fix tactics; instead advises a long view approach to empowerment implementation which involves commitment of top leadership to world class excellence and the full utilization of employees. Informs about the practical considerations of employment of empowerment, and the systemic issue which embracing the notion of empowerment requires.

Journal

Empowerment in OrganizationsEmerald Publishing

Published: Dec 1, 1997

Keywords: Deming; Employees; Empowerment; Leadership; Organizations; Teams

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