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Who Has Control in Teams Without Teamwork?

Townsend, Keith J. (2007) Who Has Control in Teams Without Teamwork? Economic and Industrial Democracy, 28(4), pp. 622-649.

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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.

Impact and interest:

7 citations in Scopus
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5 citations in Web of Science®

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ID Code: 10120
Item Type: Journal Article
Additional Information: For more information, please refer to the journal’s website (see hypertext link) or contact the author.
Keywords: Australia, call centres, case study, employee control, food processing, teams
DOI: 10.1177/0143831X07082214
ISSN: 0143-831X
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Human Resources Management (150305)
Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300)
Divisions: Current > Research Centres > Australian Centre for Business Research
Current > QUT Faculties and Divisions > QUT Business School
Copyright Owner: Copyright 2007 Sage Publications
Deposited On: 07 Dec 2007
Last Modified: 05 Jan 2011 23:33

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