Can organizational empowerment work in multinational settings

By W. Randolph, Marshall Sashkin. 2002

132 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/2f4d5a40294a9c2b18ce4836ee05f96e1ae08882

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Citations in the corpus

Comparing Innovation Capability of Small and Medium‐Sized Enterprises: Examining the Effects of Organizational Culture and Empowerment (2010, methodology): “Indeed, in cultures with high uncertainty avoidance and low tolerance for ambiguity, achieving empowerment will be easier (Randolph and Sashkin 2002).”
Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy (2018, background): “Together, it is suggested that leaders should not take “a piece-meal empowerment approach” or “one-size-fits-all empowerment approach” when empowering (Forrester, 2000; Randolph & Sashkin, 2002).”
Empowerment, Organizational Commitment, and Voice Behavior in the Hospitality Industry (2013, background): “Cultural considerations frequently complicate the implementation of empowerment, particularly in multinational hospitality firms (Randolph and Sashkin 2002).”
The effects of employee empowerment on employee job satisfaction: A study on hotels in Turkey (2011, background): “However, it is possible to see that some researchers (Appelbaum et al., 1999; Cunningham et al., 1996; Erstad, 1997; Hales and Klidas, 1998; Kanter, 1993; Psoinos et al., 2000; Randolph and Sahkin, 2002) approach the issue from the perspective of the tasks and responsibilities of top management and ”
Empowerment effects across cultures (2007, background): “The ideology of empowerment and its positive effects on job behaviour have led to many international organisations employing it as a managerial tool without enough consideration to the impact culture may have on empowerment (Shipper & Manz, 1992; Randolph & Sashkin, 2002).”
To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. (2005, background): “Yet a number of researchers have argued that efforts to empower employees do not always yield positive dividends and, in fact, can even be detrimental (Forrester, 2000; Randolph & Sashkin, 2002).”
Empowering leadership, employee goal orientations and work performance (2014, background): “Thus, efforts to empower employees could be detrimental and may not always yield positive results (Ahearne et al., 2005; Forrester, 2000; Randolph and Sashkin, 2002).”