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Commitment at Work and Independence From ManagementA Study of Advanced Teamwork
Jacques Bélanger
Université Laval
Paul K. Edwards
University of Warwick
Martyn Wright
University of Warwick
This article examines a case of advanced teamwork in a Canadian aluminum smelter. It demonstrates a pattern of high commitment at work and acceptance of change combined with a robust independence of workers from management. Control is no longer exerted at the level of work execution but is moved a step higher in the conception and monitoring of production, thus opening the way for workers' self-regulation. The explanation for this pattern lies in workers' tradition of group solidarity, which was expressed through a strong role for the trade union. Comparison with other cases underlies the centrality of worker collective organization if teamwork is to meet workers' as well as managers' expectations.
Key Words: teamwork technology commitment
Work and Occupations, Vol. 30, No. 2,
234-252 (2003)
DOI: 10.1177/0730888403251708

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