To read the full version of this content please select one of the options below:

Empowered teams effecting positive corporate culture change

Tara Christopher Crane (East Carolina University, Greenville, North Carolina, USA)
Betty G. Dillard (University of Missouri‐Columbia, Columbia, Missouri, USA)
Jean A. Hamilton (University of Missouri‐Columbia, Columbia, Missouri, USA)

Journal of Fashion Marketing and Management

ISSN: 1361-2026

Article publication date: 1 June 2003


Many manufacturers have implemented a participative, team‐based approach to remain competitive in this global arena. Numerous studies have extolled the competitive advantages of implementing this approach. Few studies, however, have examined employees’ perceptions of participative management. Therefore, the purpose of this study is to examine issues of culture change from the employees’ point of view by investigating the transition from piece rate to team‐based production in a sewn‐products plant. Using the case study approach, 16 in‐depth interviews were conducted, observations were made, and written documents were analyzed. Employees’ perceptions of their work environment prior to the transition, the transition itself, and the resulting new corporate culture are discussed. The new corporate culture is described as an open, participative environment built on trust where employees feel empowered to make decisions for the betterment of their team and the plant as a whole. Negative outcomes of the participative approach are also addressed.



Crane, T.C., Dillard, B.G. and Hamilton, J.A. (2003), "Empowered teams effecting positive corporate culture change", Journal of Fashion Marketing and Management, Vol. 7 No. 2, pp. 182-195.




Copyright © 2003, MCB UP Limited