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dc.contributor.authorTownsend, Keithen_US
dc.date.accessioned2017-05-03T14:02:06Z
dc.date.available2017-05-03T14:02:06Z
dc.date.issued2007en_US
dc.date.modified2009-12-23T05:05:38Z
dc.identifier.issn0143-831Xen_US
dc.identifier.doi10.1177/0143831X07082214en_AU
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.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherSage Publicationsen_US
dc.publisher.placeUnited Kingdom, Swedenen_US
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom622en_US
dc.relation.ispartofpageto649en_US
dc.relation.ispartofissue4en_US
dc.relation.ispartofjournalEconomic and Industrial Democracyen_US
dc.relation.ispartofvolume28en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchcode350203en_US
dc.titleWho has Control in Teams without Teamworking?en_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.date.issued2007
gro.hasfulltextNo Full Text


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