This study, based on qualitative research, accounts for a process of collective and spontaneous self-managing practices in a group formally structured as a manager-led team. It explains the group members’ reactions to different types of work arrangements and coordination in terms of their need to affirm their professional identity. The characteristics of the organizational context, of the labor market and of the technology involved favor the emergence of self-management, too. We employed observations, ethnographic interviews and analysis of documents in conducting this research.
F. Bertolotti, D. M. Macri', M. R. Tagliaventi (2005). Spontaneous Self-Managing Practices in Groups: Evidence from the Field. JOURNAL OF MANAGEMENT INQUIRY, 14, 366-384 [10.1177/1056492605280224].
Spontaneous Self-Managing Practices in Groups: Evidence from the Field
TAGLIAVENTI, MARIA RITA
2005
Abstract
This study, based on qualitative research, accounts for a process of collective and spontaneous self-managing practices in a group formally structured as a manager-led team. It explains the group members’ reactions to different types of work arrangements and coordination in terms of their need to affirm their professional identity. The characteristics of the organizational context, of the labor market and of the technology involved favor the emergence of self-management, too. We employed observations, ethnographic interviews and analysis of documents in conducting this research.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.