ISSN:
0268-3946
Source:
Emerald Fulltext Archive Database 1994-2005
Topics:
Psychology
,
Economics
Notes:
Emerging in the literature on organizational design is the question of the efficacy of self-managed work groups. From task-forces and matrix prescriptions of the 1970s, imperatives towards de-centralization, networked capabilities and self-managed teams seem to be part of the IT-driven prescriptions emanating from contemporary re-structuring and social re-engineering of workplaces. This article explores some interesting dysfunctionality dynamics of corporate "citizenship" behaviour in de-centralized contexts and suggests the necessity to study, in some further depth, the unquestioned virtues of self-regulated and de-centralized teams. As the article implies, cultural engineering, leadership dynamics and complex motivation/citizenship behaviour within such organized settings also require critical re-examination.
Type of Medium:
Electronic Resource
URL:
http://dx.doi.org/10.1108/02683949910292132
