Abstract
Organisational sociology and labour process debates on contemporary managerial changes to workplace institutions have tended to view teamworking as either work enhancing or work controlling (Babson, 1995; Waddington and Whitston, 1996). In the first instance we can distinguish approaches to teamworking which see it variously as: a new form of employee representation (Pils and Macduffie 1997); a novel way of organising the production and organisation process (Mueller, 1994); and as directly constituting a new form of employee autonomy (Adler, 1997 and 1998). Moreover, there are also concerns raised about the effects of teamwork and the way it presents us with a new logic of participation and control (Babson, 1995; Lewchuk and Robertson, 1996; Stephenson, 1996). However, there is also a school of thought which argues that we may be overstating developments with respect to discontinuities in this area (Frohlich and Pekruhl, 1995).
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© 1998 Paul Stewart and Miguel Martinez Lucio
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Stewart, P., Lucio, M.M. (1998). Renewal and Tradition in the New Politics of Production. In: Thompson, P., Warhurst, C. (eds) Workplaces of the Future. Critical Perspectives on Work and Organisations. Palgrave, London. https://doi.org/10.1007/978-1-349-26346-2_4
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DOI: https://doi.org/10.1007/978-1-349-26346-2_4
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