Scientific Management, Culture and Control: A First-Hand Account of Taylorism in Practice
基于一家大型家电工厂12年的变化，通过第一手记录揭示工作研究工程师的男性亚文化如何影响工厂设计、工作组织及劳资关系，即使计件工资制被废除后仍持续产生冲突。
In this article I examine the changes that occurred in a large domestic appliance factory over a 12 year period. The appointment of a new managing director was the catalyst for many innovations in the plant including the ending of PBR (payment by results) and the use of stopwatches by work study engineers (WSEs). Despite senior managerial efforts to change the organizational culture those employed in the work study department continued to exert considerable influence over factory design and work organization. In the article I present a first-hand account of the way in which individual identity and subjectivity contributed to a distinctive subculture. This masculine culture encouraged conflict with shopfloor workers even after the PBR scheme had been discontinued. Hence, the article focuses on the way in which the subjective experiences of a small group of WSEs influenced the organization of shopfloor work as well as relationships between workers and manager