Empowerment: Rejuvenating a potent idea

By Russ Forrester. 2000

398 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1d22bcdcbcacc798199bd718cf7a4b25fa5c0125

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

Citations in the corpus

Effectiveness of organizational efforts to lower turnover intentions: The moderating role of employee locus of control (2009, background): “Supporting this rationale, studies have shown that organizations’ recognition of employee contributions motivates individuals to expend extra effort in various aspects of their jobs to help enhance organizational effectiveness (Forrester, 2000; Nielsen & Pedersen, 2003; Wayne, Shore, Bommer, & Tetri”
Effective Empowerment in Organizations (2006, background): “Despite some notable successes, many empowerment efforts fail (Argyris, 1998; Eccles, 1993; Forrester, 2000; Gordon, 2005; Hardy & Leiba-O’Sullivan, 1998; Waterson, Clegg, Bolden, Pepper, Warr & Wall, 1999; Wendt, 2001).”
A Cross-Level Test of Empowerment and Process Influences on Members’ Informal Learning and Team Commitment (2015, background): “However, empowerment initiatives have been argued to be advantageous for individuals, teams, and organizations (Forrester, 2000; Quinn & Spreitzer, 1997).”
Service quality and turnover intentions as perceived by employees (2011, background): “This study defines an empowering practice as one whereby an employee perceives his or her manager as both granting the freedom and fostering the ability to make independent decisions and commitments (Forrester, 2000).”
Dynamic capabilities through continuous improvement infrastructure (2009, methodology): “Systematic organizational learning through CI initiatives requires a common scientific method – a standard set of steps – for process improvement projects (Garvin, 1993a; Forrester, 2000b; Spear and Bowen, 1999).”
The impact of structural empowerment on individual well-being and performance: Taking agent preferences, self-efficacy and operational constraints into account (2010, background): “Recent research on empowerment (Ahearne et al., 2005; Forrester, 2000) suggests that the benefits of socio-structural empowerment, rather than being universal, may be stronger for some workers than for others.”
The organizational empowerment scale (2003, background): “Spreitzer, 1995; Konczak et al., 2000), the present authors could find no scale that encompasses both perspectives of empowerment in a diagnostic manner. Spreitzer (1995) focused on the psychological perspective of empowerment to develop a nomological network understanding of empowerment in the work”
Cross-Level Influences of Empowering Leadership on Citizenship Behavior (2017, background): “Such perspectives extend and challenge the conventional views of empowerment and support as universally desirable in work contexts (Forrester, 2000).”
Empowering leadership: Construct clarification, conceptualization, and validation of a new scale (2014, background): “Applied Psychology: An International Review, 50(1), 153–180. Messick, S. (1980). Test validity and the ethics of assessment.”
Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level (2015, background): “As a consequence of establishing flatter hierarchies, employees' responsibilities at lower hierarchical levels expand (Argyris, 1998; Forrester, 2000).”
Linking leadership empowerment behavior to employee attitudes and behavioral intentions: testing the mediating role of psychological empowerment (2011, background): “…reality, both theorists and academics have argued that hierarchical structures and leadership techniques which have traditionally dominated management practices should be complemented with management practices aimed at the empowerment of employees (e.g. Conger & Kanungo, 1988; Forrester, 2000).”
The Influence of High-Involvement Human Resources Practices, Procedural Justice, Organizational Commitment, and Citizenship Behaviors on Information Technology Professionals' Turnover Intentions (2007, background): “First, empowerment has been defined as organizational practices devoted to increasing employee discretion and influence through task involvement (Campbell, 2000; Forrester, 2000; Spreitzer, 1995).”
Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement (2010, background): “Indeed, evidence suggests that managers do not attempt to empower all employees to the same degree, at least at a given point in time (Forrester, 2000; Yukl & Fu, 1999), a strategy supported by our empowerment role identity findings.”
Context matters: combined influence of participation and intellectual stimulation on the promotion-focus/employee creativity relationship (2012, background): “Despite the widespread application of employee-participation practices, these interventions have delivered, at best, mixed results (Forrester, 2000).”