ABSTRACT
In the previous chapters of this book, leading scholars have provided theoretical insights into the nature of the concept of engagement, its antecedents and its consequences. The purpose of this chapter is to illustrate how engagement can be enacted in a business context. Four practitioners were asked to share their experiences of the development and implementation of engagement initiatives in their respective organizations. The organizations differ with regard to their size, the industry or sector they are operating in and the challenges they are currently facing. However, what they have in common is a genuine interest for engaging their workforce. The four case studies provide insights from the experiences of practitioners actively involved in promoting engagement. They should not be interpreted as ‘best practices’ that are readily transferable to other organizations. Rather, they provide valuable ideas that might be adapted by other organizations to inform their actions and processes.
