Team governance
Subtitle: empowerment or hierarchical control
By: by Guido Friebel, Wendelin Schnedler
Contributors: Schnedler, Wendelin
Series: Discussion paper -- no. 3143; Discussion paper (Forschungsinstitut zur Zukunft der Arbeit : Online) -- no. 3143
Publisher: IZA
Published: 2007
Place of publication: Bonn, Germany
Language: eng
Format: [electronic resource] :
Subjects: Teams in the workplace
Description: "We investigate a team setting in which workers have different degrees of commitment to the outcome of their work. We show that if there are complementarities in production and if the team manager has some information about team members, interventions that the manager undertakes in order to assure certain efforts may have destructive effects: they can distort the way workers perceive their fellow workers and they may also lead to a reduction of effort by those workers that care most about output. Moreover, interventions may hinder the development of a cooperative organizational culture in which workers trust each other. Thus, our framework provides some first insights into the costs and benefits of interventions in teams. It identifies that team governance is driven by the importance of tasks that cannot be monitored. The more important these tasks, the more likely it is that teams are empowered"--Forschungsinstitut zur Zukunft der Arbeit web site.
Notes: Title from PDF file as viewed on 11/23/2007.

Includes bibliographical references.

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Mode of access: World Wide Web.