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Empowerment, Performance, and Operational Uncertainty: A Theoretical Integration

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References

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1972Characteristics of Organizational Environments and Perceived Environmental Uncertainty

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3,662 cited

1997What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite3,526 cited

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2017Work Design Influences: A Synthesis of Multilevel Factors that Affect the Design of Jobs253 cited
2020When Is More Uncertainty Better? A Model of Uncertainty Regulation and Effectiveness223 cited
2010The impact of autonomy and task uncertainty on team performance: A longitudinal field study204 cited
2005Creative Requirement181 cited
2007Job design in temporal context: a career dynamics perspective162 cited
2020Leading the innovation: role of trust and job crafting as sequential mediators relating servant leadership and innovative work behavior150 cited
2009HR flexibility and firm performance: analysis of a multi-level causal model147 cited
2007The Effects of Empowerment on Attitudes and Performance: The Role of Social Support and Empowerment Beliefs146 cited
2014Overqualification and Subjective Well-Being at Work: The Moderating Role of Job Autonomy and Culture140 cited
2006A circular and dynamic model of the process of job design134 cited
2004Change management: Time for a change!132 cited
2010Employee empowerment: extent of adoption and influential factors129 cited
2016Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance125 cited
2019How work redesign interventions affect performance: An evidence-based model from a systematic review122 cited
2008Coordination in high-risk organizations: the need for flexible routines120 cited
2010The impact of structural empowerment on individual well-being and performance: Taking agent preferences, self-efficacy and operational constraints into account115 cited