EnglishThis 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 their 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. The authors employed observation, ethnographic interviews, and analysis of documents in conducting this research.
Spontaneous self-managing practices in groups - Evidence from the field / Bertolotti, Fabiola; Macri', Diego Maria; M. R., Tagliaventi. - In: JOURNAL OF MANAGEMENT INQUIRY. - ISSN 1056-4926. - STAMPA. - 14 (4)(2005), pp. 366-384.
| Data di pubblicazione: | 2005 |
| Titolo: | Spontaneous self-managing practices in groups - Evidence from the field |
| Autore/i: | Bertolotti, Fabiola; Macri', Diego Maria; M. R., Tagliaventi |
| Autore/i UNIMORE: | |
| Rivista: | |
| Volume: | 14 (4) |
| Pagina iniziale: | 366 |
| Pagina finale: | 384 |
| Codice identificativo ISI: | WOS:000233244000014 |
| Codice identificativo Scopus: | 2-s2.0-29144507310 |
| Citazione: | Spontaneous self-managing practices in groups - Evidence from the field / Bertolotti, Fabiola; Macri', Diego Maria; M. R., Tagliaventi. - In: JOURNAL OF MANAGEMENT INQUIRY. - ISSN 1056-4926. - STAMPA. - 14 (4)(2005), pp. 366-384. |
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http://hdl.handle.net/11380/309831
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