The paradox of empowerment ‐ a case study

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.

Citation

Wickisier, E.L. (1997), "The paradox of empowerment ‐ a case study", Empowerment in Organizations, Vol. 5 No. 4, pp. 213-219. https://doi.org/10.1108/14634449710195480