Implementing empowerment through subunit clusters: a Western Australian case study
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.
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Document Type: Research Article
Publication date: March 1, 1996
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- Renamed to Participation and Empowerment: An International Journal in 1999