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Empowerment in New Zealand firms: insights from two cases

Amelia C. Smith (Department of Management, University of Canterbury, Christchurch, New Zealand)
V. Suchitra Mouly (Department of Management, University of Canterbury, Christchurch, New Zealand)

Empowerment in Organizations

ISSN: 0968-4891

Article publication date: 1 May 1998

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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.

Keywords

Citation

Smith, A.C. and Suchitra Mouly, V. (1998), "Empowerment in New Zealand firms: insights from two cases", Empowerment in Organizations, Vol. 6 No. 3, pp. 69-80. https://doi.org/10.1108/14634449810210814

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MCB UP Ltd

Copyright © 1998, MCB UP Limited