Institutionalized Involvement: Teams and Stress in 1990s U.S. Steel
基于1990年代中期美国钢铁业员工调查数据，研究发现团队参与仅在冲突和不信任的文化背景下才会增加员工压力，说明正式制度的意外后果取决于组织特定的文化条件。
Is employee involvement universally either good or bad, a “best practice” or an exploitative tool—or do its effects depend on context? To shed light on this issue, I ask the following question: Do organizational–cultural factors determine whether employees are stressed by membership in teams? By constructing mixed‐effects models from a large mid‐1990s survey of U.S. steel employees, I find that team membership is linked to increased stress only when implemented in cultural contexts of conflict and distrust. I conclude that the unintended consequences of institutionalized formal practices depend on organizationally specific cultural conditions.