Abstract
Employee empowerment is commonly a fundamental part of the prescriptions offered to improve business performance. However, business process improvement and many other organisational development and change initiatives tend to encapsulate the values of the societies and organisations in which they were developed – and such values are not universal. The case of a business process re-engineering project in Hong Kong illustrates an attempt to empower team members that paradoxically resulted in their psychological enslavement. The roles of cultural differences and reward systems in producing unintended consequences are analysed while the implications of the case for both research and practice are considered. © 2002, MCB UP Limited
| Original language | English |
|---|---|
| Pages (from-to) | 42-59 |
| Journal | Information Technology & People |
| Volume | 15 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - 1 Mar 2002 |
Research Keywords
- Action research
- BPR
- Corporate culture
- Empowerment
- National cultures
- Organizational change
Publisher's Copyright Statement
- COPYRIGHT TERMS OF DEPOSITED POSTPRINT FILE: © MCB UP Limited. This AAM is provided for your own personal use only. It may not be used for resale, reprinting, systematic distribution, emailing, or for any other commercial purpose without the permission of the publisher. Davison, R. and Martinsons, M.G. (2002), "Empowerment or enslavement? A case of process‐based organisational change in Hong Kong", Information Technology & People, Vol. 15 No. 1, pp. 42-59. https://doi.org/10.1108/09593840210421516.