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Introduction In contrast to Taylorist forms of work organization, the high-involvement model fosters the participation of workers in decisions about their work. It aims to enhance their scope to exercise discretion and assume responsibility. Such a process holds the promise of releasing untapped human potential through greater use of workers’ existing skills and greater opportunities for learning (e.g. Ashton and Sung, 2002; Felstead et al., 2010; Gallie, 2013).
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