Socio-economic wellness as organisational capability: a SEAM-based analysis of participation, hidden costs and governance
Mohamed Murad, Helga Fouré-Joopen, Alexandre Asselineau, Marc BonnetPurpose
This paper aims to explain how socio-economic wellness can become a repeatable organisational capability through participatory diagnosis, negotiated work redesign, hidden-cost translation and socio-financial governance.
Design/methodology/approach
A theory-building integrative review combines SEAM with organisational wellness and intervention, job-design and motivation, internal branding, equity and capability literatures. The synthesis is mechanism-based and literature-only; no company-level evidence is analysed.
Findings
Socio-economic wellness capability is defined as the patterned ability to detect, discuss, correct and monitor work-system dysfunctions affecting employee experience and organisational performance. The four interdependent mechanisms are conditioned by voice safety, managerial authority and resources, resource pressure, equity and governance continuity.
Research limitations/implications
The framework is conceptual and requires longitudinal, comparative and mixed-method testing. Future studies can operationalise its mechanisms and boundary conditions across sectors and institutional contexts.
Practical implications
Managers should assess wellness through operating routines: who can surface dysfunctions, whether diagnosis leads to authorised redesign, whether human consequences enter socio-economic evidence, and whether governance forums sustain learning.
Social implications
The framework highlights equitable access to organisational voice and influence over work conditions, extending wellness beyond programme access.
Originality/value
The paper differentiates socio-economic wellness capability from programmes, well-being states and organisational-health perspectives. It offers a bounded mechanism-based account of how work-system knowledge becomes authorised correction, socio-economic prioritisation and recurrent governance learning.