Work Group Effort and Rewards: The Roles of Organizational and Social Power as Context
通过分析204个职场民族志，发现工会环境对团队积极结果至关重要，少数族裔集中的工作组从手工艺组织中受益，管理虐待会削弱管理发起团队的正面效果。
Self-managing teams have a history of mixed effects for the employees involved. Organizational contexts reflecting different constellations of power may be useful for understanding these different outcomes. We theorize two different organizational mandates (management-initiated versus craft) and three social contexts (union presence, abusive management, and minority concentration) that may be consequential for work group outcomes. Content analysis of the population of workplace ethnographies (N = 204) provides data with a combination of organizational variability and rich in-depth descriptions of work group outcomes useful for evaluating these expectations. Union environments are found to be essential for the most positive team outcomes. Minority concentrated work groups benefit especially from the craft organization of work. And management abuse dramatically undercuts any positive consequences of management-initiated teams for employees. We conclude with a discussion of the centrality of power for understanding work group outcomes, an insight useful for resolving ongoing debates in the field about the conditions that underwrite success or failure of team arrangements.