Who has Control in Teams without Teamworking?

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Title Who has Control in Teams without Teamworking?
Author Townsend, Keith
Journal Name Economic and Industrial Democracy
Year Published 2007
Place of publication United Kingdom, Sweden
Publisher Sage Publications Ltd.
Abstract A central aspect of labour process theory is the recognition that management must institute controls over the workforce to maximize levels of labour output. Yet, these controls are never complete and employees maintain some ability to actively determine the level of engagement in their work. This article examines the manner in which control is manifest within teams in two different organizations. The article demonstrates that within these two case study organizations, teams develop differently, primarily due to the processes in which the atypical team is engaged. The different processes result in the atypical team having a greater level of control over its members' primary processes and, in addition, greater control over what they do when not engaged in their primary task.
Peer Reviewed Yes
Published Yes
Alternative URI http://dx.doi.org/10.1177/0143831X07082214
Volume 28
Issue Number 4
Page from 622
Page to 649
ISSN 0143-831X
Date Accessioned 2008-04-16
Date Available 2009-12-23T05:05:38Z
Language en_AU
Research Centre Centre for Work, Organisation and Wellbeing
Faculty Griffith Business School
Subject PRE2009-Industrial Relations
URI http://hdl.handle.net/10072/27956
Publication Type Journal Articles (Refereed Article)
Publication Type Code c1x

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