Teamworking: a new dynamic in the pursuit of management control

Geary, John; Dobbins, Anthony

doi:10.1111/j.1748-8583.2001.tb00029.x

Cited by 47 publications

(46 citation statements)

References 37 publications

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“…In these circumstances, together with a high level of job security, worker cohesion did not lead to restrictivism, even though it did not lead to high levels of trust either. This interpretation is supported by the very similar results from a study of a pharmaceuticals plant in Ireland (Geary and Dobbins 2001).…”

Section: Social Relations Of Productionsupporting

confidence: 62%

The Social Relations of Productivity

Edwards

Bélanger

Wright

2003

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Summary This article uses time-series data from two aluminium plants from Canada and the U.K. to analyze the social relations of productivity. The eventual turn to teamwork reflected, not hard evidence that productivity change had dried up, but a belief that they were the next step towards further improvement. By considering the structure of social relations over time in each smelter, we contribute to ongoing debates on the complex connections between productivity growth and organizational innovation. On the basis of direct observation and interviews, the article also reveals some of the social dynamics generating productivity growth and describes the development of idiosyncratic competencies. It stresses how the development of teamwork was historically in line with the productive ethos that had developed over time under continuous process technology.

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Section: Social Relations Of Productionsupporting

confidence: 62%

The Social Relations of Productivity

Edwards

Bélanger

Wright

2003

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“…Research in the US has shown that certain practices, such as team-working, quality circles and employee involvement, have been used to undermine support for trade unions and to control workers' attitudes and behaviour (Grenier 1988, Clawson andClawson 1999). Although team-working may be a positive experience for some, there are also many examples of where the introduction of teams has led to work intensification and more intense forms of control, particularly in the form of peer pressure (Delbridge and Turnbull 1992, Cappelli et al 1997, Geary and Dobbins 2001. The way that these 'new' forms of work organization are implemented can, therefore, mean that there is little requirement either for critical thinkers or lifelong learners.…”

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confidence: 96%

The political economy of skill and the limits of educational policy

Lloyd¹,

Payne²

2003

Journal of Education Policy

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In the UK policy context, skills, education and learning are seen as a universal solution to a vast array of economic and social problems. In challenging this view, this paper argues that those educationalists calling for progressive reforms to the education system need to acknowledge the reality of the contemporary workplace and the institutional context of UK capitalism. When it comes to the question of how the UK might move towards a more inclusive high skills society, no matter where we start to look -be it the economy or a highly class-divided English education system -it all seems to add up badly. In challenging the current policy agenda, educationalists will need to insist that progressive educational reform cannot be separated from the struggle for broader political, social and economic change.

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“…The social, horizontal dimension receives much interest also in several other research streams, including entrepreneurship (Indre and Mark, 2006) and human resource management (e.g., Geary and Dobbins, 2001). 4…”

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confidence: 99%

Balancing the management control package of small, rapidly growing firms in turbulent environments

Nilsson

2010

IJESB

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Abstract:The thesis of this paper is that the management control package of small rapidly growing firms in turbulent environments needs to be based on a dynamic conception of balance. While many contemporary management control frameworks endorse balance as a guiding principle for management control, its specific features receive little attention and implicit conceptions are static. This paper first characterises the balance of a control package in terms of situational requirements on component selection, component weight, relations and coherence. The paper then examines the consistency between balance in contemporary management control frameworks and implications for balance derived from firm attributes. The conclusions suggest that by considering balance as a state and as an act, acknowledging requirements of balance and imbalance, and recognising situational and temporal dimensions of balance, we may advance the boundaries of management control research.

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Teamworking: a new dynamic in the pursuit of management control

Cited by 47 publications

References 37 publications

The Social Relations of Productivity

The Social Relations of Productivity

The political economy of skill and the limits of educational policy

Balancing the management control package of small, rapidly growing firms in turbulent environments

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