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Organisationale Ambivalenzen individueller Engagementdosierungen. Von High-Performern und Störenfrieden

In: Verspielte Freiheit in Organisationen

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  • Sven Kette

    (Metaplan)

Abstract

Zusammenfassung Das Engagement der Mitarbeiter:innen gilt in Organisationen als Erfolgsfaktor – je mehr, desto besser. Doch eine organisationssoziologische Perspektive zeigt, dass Engagement ambivalent ist: Was als produktiv gilt, kann Spannungen erzeugen; was als passiv erscheint, kann stabilisieren oder Wandel erleichtern. Organisationen stehen daher nicht nur vor der Herausforderung, Engagement zu fördern, sondern auch vor der Frage, welches Engagement legitim ist – und welches begrenzt oder unterdrückt wird. Der Text zeigt, dass Engagement nicht nur eine Frage der Motivation ist, sondern Organisationsstrukturen und Führung entscheiden, welches Engagement gedeihen kann und welches an Grenzen stoßen wird.

Suggested Citation

  • Sven Kette, 2025. "Organisationale Ambivalenzen individueller Engagementdosierungen. Von High-Performern und Störenfrieden," Springer Books, in: Olaf Geramanis & Stefan Hutmacher & Lukas Walser (ed.), Verspielte Freiheit in Organisationen, chapter 0, pages 219-234, Springer.
    • Handle: RePEc:spr:sprchp:978-3-658-48626-6_15
    DOI: 10.1007/978-3-658-48626-6_15
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