From Individual Empowerment to Entrepreneurial Performance: A Literature Review

Abstract

Interest in empowerment has attracted the attention of researchers across various fields, including organizational behavior (Stordeur et al., 2001), human resource management (Chênevert & Tremblay, 2003), and service management (Liden et al., 2000; Kirkman & Rosen,1999; Sparrowe, 1994; Corsun & Enz, 1999; Segre & Coutinho, 2001). This approach enables a deeper exploration of individuals’ psychological systems.

Initially, the conceptualization of empowerment was complex (Gary Hamel, 2007). The literature distinguishes between organizational empowerment and individual empowerment, the latter stemming from an individual’s ability to influence events. Whether initiated by employees or management, empowerment ultimately manifests through freedom of action and independence in decision-making.

Several studies suggest that empowerment can be viewed as a form of entrepreneurship. However, our perspective focuses specifically on the role of empowerment in entrepreneurial performance.

Empowerment is particularly crucial in situations that require work autonomy, perseverance, and proactivity—contexts in which individuals must make sense of situations and determine the best course of action. It can therefore have significant implications for individuals, organizations, and societies (Seibert et al., 2004; Spreitzer, 2007; Goodman et al., 2016). Empirical findings related to task performance, proactive behavior, and innovation indicate that empowerment theory remains relevant beyond organizational boundaries.

Continuing within our framework centered on the change associated with psychological empowerment (Spreitzer, 1995), we argue that empowerment can make a positive contribution to entrepreneurship.

JEL Classification : O15; L25

Paper type: Theoretical Research