Il a commencé à penser avant d’avoir rien appris : A processual view of the construction of empowerment

Presents a case study concerning the attempts of a particular group of managers to implement an “empowered” system of working within their organization. Rejecting managerialist accounts of empowerment as distorted representations of social processes and social action, the paper investigates the “4Cs” of empowerment: context, construction, cascade and contest, within the processes of empowerment in an attempt to encourage a more reflective approach.

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Year of publication:	1998
Authors:	Collins, David
Published in:	Employee Relations. - MCB UP Ltd, ISSN 1758-7069, ZDB-ID 2031891-1. - Vol. 20.1998, 6, p. 594-609
Publisher:	MCB UP Ltd
Subject:	Empowerment \| Management \| Organizational processes

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Type of publication:	Article
Type of publication (narrower categories):	case-report
Language:	English
Other identifiers:	10.1108/01425459810247332 [DOI]
Source:	Other ZBW resources

Persistent link: https://www.econbiz.de/10014731612