Employees as decision-makers: coordinating empowerment at all levels

Abstract

Purpose

This paper aims to address an important question of what makes companies succeed or not in their attempt to empower employees. As this study answers this question, the arguments suggest that coordination is essential to creation of employee empowerment climate in organizations.

Design/methodology/approach

This is conceptual paper rooted in extensive research on both – empowerment (culture, climate and organizational structure) and coordination (formal and informal).

Findings

To help managers to be effective in their roles, this study presents four insights to creating empowerment climate. The arguments conclude that coordination provides a vessel for successful realization of empowerment. Specifically, only informal coordination (vs formal) will fully realize empowerment’s benefits. Given that the topic of empowerment is highly germane to managers in today’s context of the increasing number of employees working remotely, this work presents an important and actionable advance for managers.

Originality/value

This study represents original research that has not been published and is not currently under review at any other journal.

Citation

Evans, K.M., Salaiz, A. and McKee, R.A. (2024), "Employees as decision-makers: coordinating empowerment at all levels", Journal of Business Strategy, Vol. 45 No. 5, pp. 331-337. https://doi.org/10.1108/JBS-07-2023-0138