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dc.contributor.authorWigblad, Rune
dc.contributor.authorHansson, Magnus
dc.contributor.authorTownsend, Keith
dc.contributor.authorLewer, John
dc.date.accessioned2017-05-03T14:02:17Z
dc.date.available2017-05-03T14:02:17Z
dc.date.issued2012
dc.date.modified2013-06-03T00:27:35Z
dc.identifier.issn0048-3486
dc.identifier.doi10.1108/00483481211200015
dc.identifier.urihttp://hdl.handle.net/10072/47088
dc.description.abstractPurpose - This paper aims to explore and analyse how shifting frontiers of control emerge and change the labour process so that restrictions to output become diminished, subsequently affecting organisational performance. Design/methodology/approach - Multiple case study design. Interviews with 104 respondents. Analysis of productivity statistics in order to test for the statistical significance of the closedown effect. Single multiple regression analysis of the comparative strength, of the closedown effect, between cases. Findings - Shifting frontiers of control arise during the closedown process, a control system characterised by markedly unrestricted autonomy for the workers as the management frontiers of control abate. This provides an operative space for informal work practices, innovation and emerging new industrial relations, accounting for the higher levels of output. Research limitations/implications - A multiple case study of three different manufacturing organisations, with comparably long closedown periods. The authors do not analyse the sustainability of the increase in output or the generalisibility of the closedown effect to other industries. Practical implications - It is possible to anticipate improved productivity if shifting frontiers of control are rapidly replacing the old. If management abandons the old control mechanisms, previous to the closedown decision, and provides operative space for workers' initiatives and informal leadership during the closedown process, it is possible to expect good performance, enabling a scope for extended closedown periods. Originality/value - This is the first study that analyses the comparative strength of the closedown effect and how restricted work practices change under the process of closedown.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherEmerald
dc.publisher.placeUnited Kingdom
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom160
dc.relation.ispartofpageto179
dc.relation.ispartofissue2
dc.relation.ispartofjournalPersonnel Review
dc.relation.ispartofvolume41
dc.rights.retentionY
dc.subject.fieldofresearchIndustrial and employee relations
dc.subject.fieldofresearchPolicy and administration
dc.subject.fieldofresearchcode350504
dc.subject.fieldofresearchcode4407
dc.titleShifting frontiers of control during closedown processes
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.date.issued2012
gro.hasfulltextNo Full Text
gro.griffith.authorTownsend, Keith J.


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