Tightening the Iron Cage: Concertive Control in Self-Managing Teams

Barker, James R.

doi:10.2307/2393374

Cited by 1,855 publications

(1,721 citation statements)

References 29 publications

Supporting

Mentioning

1,610

Contrasting

Unclassified

Order By: Relevance

“…Moreover, the most effective punishment often comes from third-party observers, such as peers, rather than leaders (e.g., Hollinger & Clark, 1982;Tittle, 1977;Tittle & Logan, 1973;Zimring & Hawkins, 1973). Employees without formal authority can punish their coworkers (or even their supervisors) by scolding, sabotaging, or ostracizing transgressors (e.g., Barker, 1993;Hollinger & Clark, 1982;O'Reilly & Aquino, 2011;Skitka, Bauman, & Sargis, 2005;Struthers, Miller, Boudens, & Briggs, 2001), and standards for these informal forms of punishment rarely exist. In sum, punishment is a common part of social and organizational life for many people, irrespective of their formal responsibilities (Treviño, 1992), and two people who commit the same transgression may receive different amounts of punishment.…”

Section: Punishmentmentioning

confidence: 99%

“…As in prior research on retributive justice (e.g., Darly & Pittman, 2003;Fragale, Rosen, Xu, & Merideth, 2009;Okimoto & Wenzel, 2014), we focus on lay observers' reactions to transgressions. Although leaders and supervisors have the formal authority and responsibility to punish undesirable behavior, employees often scold, sabotage, or ostracize their coworkers for misbehaving (e.g., Barker, 1993;Gromet & Okimoto, 2014;Hollinger & Clark, 1982;O'Reilly & Aquino, 2011;Struthers, Miller, Boudens, & Briggs, 2001), and this type of punishment from peers is a very effective deterrent of unethical behavior (e.g., Hollinger & Clark, 1982;Tittle, 1977;Tittle & Logan, 1973;Zimring & Hawkins, 1973).…”

mentioning

confidence: 99%

See 1 more Smart Citation

Blame the shepherd not the sheep: Imitating higher-ranking transgressors mitigates punishment for unethical behavior

Bauman

Tost

Ong

2016

Organizational Behavior and Human Decision Processes

View full text Add to dashboard Cite

Section: Punishmentmentioning

confidence: 99%

mentioning

confidence: 99%

Blame the shepherd not the sheep: Imitating higher-ranking transgressors mitigates punishment for unethical behavior

Bauman

Tost

Ong

2016

Organizational Behavior and Human Decision Processes

View full text Add to dashboard Cite

“…O controle concertivo (Barker, 1993) ou normativo (Barley, & Kunda, 1992), exercido de modo mais ou menos consensual pelos membros de um grupo, constitui uma vigilância entre iguais (Sewell, 1998) por meio do exercício do "olhar panóptico" (Sewell, & Wilkinson, 1992) que garante a autoadministração. Boltanski e Chiapello (1999) denominaram de controle mercantil a dependência gerada diretamente por um cliente.…”

Section: Controle Organizacional No Capitalismo Contemporâneounclassified

Novas Modulações do Controle Organizacional: um Estudo de Caso

Perrone

Santos

Sobrosa

et al. 2016

Psicol. cienc. prof.

View full text Add to dashboard Cite

Resumo: O poder nas organizações não se manifesta apenas por vias coercitivas na atualidade. Ele atua por meio de dispositivos de poder, nos quais são incluídos os métodos disciplinares, que operam diretamente na subjetividade do sujeito. Esses mecanismos tornam os trabalhadores reconhecíveis, identificáveis e comparáveis entre si. Este estudo objetivou explicitar parte dos resultados de uma pesquisa sobre controle organizacional e subjetividade no contemporâneo. A pesquisa referida investigou a lógica pós-disciplinar presente nos mecanismos de controle organizacional por meio da problematização do nexo entre tecnologia e subjetivação. Os resultados apresentados neste trabalho são relativos a uma parte da amostra total, composta de trinta sujeitos. Foi escolhido o caso de uma mulher, funcionária de uma instituição financeira transnacional, configurando este artigo como um estudo de caso. Os resultados do estudo de caso apontaram que a lógica vigente da organização do trabalho obriga que o trabalhador assuma para si as flutuações da demanda, bem como a responsabilidade dos resultados. Dessa forma, há indicativos que as novas formas de organização do trabalho possibilitam a autorresponsabilização do sujeito. Palavras-chave: Organizações, Poder, Trabalho, Subjetividade, Estudo de Caso. New modulations of organizational control: a case studyAbstract: The organizational power is not manifested only by coercive ways nowadays. It operates through power devices, including disciplinary methods, which operate directly on the subjectivity of the subject. These mechanisms make workers recognizable, identifiable and comparable among each other. This study aimed to clarify part of the results of research on organizational control and subjectivity in contemporary. Referred survey investigated the post-disciplinary logic present in organizational control mechanisms by questioning the link between technology and subjectivity. The results presented in this paper are relative to a portion of the total survey sample, composed by thirty subjects. The case of a woman employee of a transnational financial institution was chosen, setting this article as a case study. The results showed that the current logic on organization of work requires workers to assume the demands and the responsibility of results for themselves. Thus, there are signs that new forms of work organization enable the self-empowerment of the individual.

show abstract

“…Again, according to Karasek's (1979) model of occupational stress, increased demands at work coupled with no change in discretion should lead to increased stress. Additionally, the new practices, such as self-managed teams, may substitute supervisor control with peer control, which can be more stressful for employees (Barker, 1993). Thus, according to the critical view, innovative work practices increase the incidence of sickness absence and occupational injuries by intensifying work and increasing stress.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Innovative work practices and sickness absence: what does a nationally representative employee survey tell?

Böckerman¹,

Johansson²,

Kauhanen³

2011

Industrial and Corporate Change

View full text Add to dashboard Cite

The paper examines the effect of innovative work practices on the prevalence of sickness absence and accidents at work. We focus on several different aspects of workplace innovations (self-managed teams, information sharing, employer-provided training and incentive pay) along with the "bundles" of those practices. We use nationally representative individual-level data from the Finnish Quality of Work Life Survey from 2008. Using single equation models, we find that innovative work practices increase short-term sickness absence for blue-collar and lower white-collar employees. In twoequation models that treat innovative workplace practices as endogenous variables we do not find relationship between innovative work practices and sickness absence or accidents at work. JEL classification: I12, J28

show abstract

Tightening the Iron Cage: Concertive Control in Self-Managing Teams

Cited by 1,855 publications

References 29 publications

Blame the shepherd not the sheep: Imitating higher-ranking transgressors mitigates punishment for unethical behavior

Blame the shepherd not the sheep: Imitating higher-ranking transgressors mitigates punishment for unethical behavior

Novas Modulações do Controle Organizacional: um Estudo de Caso

Innovative work practices and sickness absence: what does a nationally representative employee survey tell?

Contact Info

Product

Resources

About