Abstract
The notion of empowerment has been used in the management discourse since at least the 1980s. As a normative model for the distribution of decision-making mandate and administrative and operative responsibilities, empowerment serves as a new shopfloor model or ideology for decentralized organizations of the new workplace. The practice of empowerment is, however, not very often empirically researched, causing a confusion about what empowerment implies in terms of shopfloor activities. This paper presents an extensive organization development programme at a Swedish telecommunication company. Rather than being an easily implemented model, empowerment appears as a complex, heterogeneous process in which the empowering of employees is embedded in local practices and workplace cultures.
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