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dc.contributor.authorTownsend, Keith
dc.date.accessioned2017-05-03T14:02:06Z
dc.date.available2017-05-03T14:02:06Z
dc.date.issued2007
dc.date.modified2009-12-23T05:05:38Z
dc.identifier.issn0143-831X
dc.identifier.doi10.1177/0143831X07082214
dc.identifier.urihttp://hdl.handle.net/10072/27956
dc.description.abstractA 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.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherSage Publications
dc.publisher.placeUnited Kingdom, Sweden
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom622
dc.relation.ispartofpageto649
dc.relation.ispartofissue4
dc.relation.ispartofjournalEconomic and Industrial Democracy
dc.relation.ispartofvolume28
dc.rights.retentionY
dc.subject.fieldofresearchApplied economics
dc.subject.fieldofresearchSociology
dc.subject.fieldofresearchcode3801
dc.subject.fieldofresearchcode4410
dc.titleWho has Control in Teams without Teamworking?
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.date.issued2007
gro.hasfulltextNo Full Text
gro.griffith.authorTownsend, Keith J.


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