Emphasis on the creation of intellectual capital and the movement toward high-performance work systems using teams has resulted in employees performing many roles once reserved for management.

• A. Cannot be determined
• B. True
• C. False
• D. Not Applicable

Answer: (B)

Shifts toward high‑performance work systems and intellectual capital mean work is organized around empowered teams, with learning and collaboration driving performance. When teams are trusted to solve problems, design processes, and make decisions, employees take on responsibilities that used to live with managers. This happens because these approaches rely on developing people (human capital), sharing and codifying knowledge (structural capital), and building strong networks and relationships (relational capital). With training, access to information, and clear accountability, frontline staff plan, analyze data, implement improvements, and guide others, while leaders act as coaches and facilitators rather than just decision-makers.

That combination explains why the statement is true: the emphasis on capitalizing on knowledge assets and enabling teams naturally expands the roles of employees to include tasks once reserved for management.