Implementing empowerment through subunit clusters: a Western Australian case study

Abstract

Suggests that in spite of significant development in the area of empowerment in management, the implemental aspects of it have remained largely unexplored. Presents a model for the implementation of the empowering concepts and focusses on an empirical study of the introduction of empowerment in a large regulated work environment. Contends that empowerment is much more than an individualized concept and its relevance can only be fully understood through contextual synergy. Centres on the perspective that the key to empowerment lies in the degree of contextual preparedness of the organizational subunits or clusters. Takes an incremental approach which gradually spreads from the most prepared subunit to the one that is least prepared.

Citation

Pearson, C.A.L. and Chatterjee, S.R. (1996), "Implementing empowerment through subunit clusters: a Western Australian case study", Empowerment in Organizations, Vol. 4 No. 3, pp. 16-25. https://doi.org/10.1108/09684899610126669