A systematic review on organizational empowerment

Linda Rothman,Frans De Vijlder,René Schalk,Martine Van Regenmortel

doi:10.1108/ijoa-02-2019-1657

Abstract

PurposeThis paper aims to present a systematic review on organizational empowerment (OE) using Peterson and Zimmerman´s model (2004) as a starting point. The aim is to further conceptualize OE, discover how the components in the model influence each other and identify recommendations for future research.Design/methodology/approachAll articles that cited the OE model, published in 2004 by Peterson and Zimmerman, have been systematically reviewed. In total, 37 studies of 410, found in Google Scholar and Web of Science, are included in the review.FindingsThe review revealed that intra-, inter- and extra-organizational empowerment affect each other and that evidence for the processes and outcomes on intra-organizational empowerment have increased, but there is limited additional evidence for the other two components.Research limitations/implicationsLiterature was searched in two databases, focusing on the OE model. A search using other databases on OE as a broad concept might provide additional sources.Practical implicationsFindings are relevant for professionals, leaders in human service organizations, educators and researchers. Practice can be improved by applying the knowledge; educators can use the results in their program and researchers may use the findings for the further development of OE.Originality/valueSince the OE model was presented in 2004, no systematic review has been performed. Therefore, this review contributes to the further conceptualization of OE.

Highlights

Organizational “Empowerment is an active, participatory process through which individuals, empowerment organizations, and communities gain greater control, efficacy, and social justice” (Peterson and Zimmerman, 2004, p. 129)
This article presents findings from a systematic review on Organizational empowerment (OE) based on two questions: This leads to several conclusions
The first conclusion on intra-organizational empowerment is that the review confirms that opportunity role structure, group based belief system, empowering leadership and social support increase OE

Summary

Introduction

Organizational “Empowerment is an active, participatory process through which individuals, empowerment organizations, and communities gain greater control, efficacy, and social justice” (Peterson and Zimmerman, 2004, p. 129). Organizational “Empowerment is an active, participatory process through which individuals, empowerment organizations, and communities gain greater control, efficacy, and social justice” Empowerment encompasses the individual, organizational and community levels. Empowerment on the individual level refers to the belief in one’s own strengths and power to influence the environment and gain mastery over one’s own life (Zimmerman, 1995). Until 2004, most empowerment research has been focusing on the individual level, studying what empowers members. This creates a bias, namely, that individuals are solely responsible for their outcomes, without taking the organizational and environmental influences into account. To develop empowerment beyond the individual level toward the organizational and community levels, Peterson and Zimmerman (2004)

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Conclusion