Abstract
Reports that intense global competition and sophisticated customer demands are requiring speed and flexibility, seamlessness and transparency of response to the marketplace, and, to be effective in this environment, there is a need for creating a challenge to employees to use their capabilities and take personal responsibility for tasks. States that there is encouragement of creativity, risk taking and commitment at all levels, as managers delegate authority to the front line and take a supportive role. In seeking to empower employees, there is an emphasis on communication, collaboration and building trust. Argues that, though empowerment is a difficult concept to execute properly, it works when it is focused on releasing self‐motivation such that employees have the will to make a contribution. Illustrates the argument using three case studies and discusses the implications for theory and practice.
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