An alternative typology for teamwork

Paul-André Lapointe and Guy Cucumel

World Review of Entrepreneurship, Management and Sustainable Development, 2016, vol. 12, issue 1, 50-73

Abstract: A new typology of teamwork, differentiating hierarchical from democratic teams, is proposed. It is an effective way to study the impact of work teams on working conditions and the factors associated with their prevalence. Democratic teams have better working conditions (greater autonomy and less work intensification and peer pressure), than hierarchical teams and employees working under Taylorism. Hierarchical team adoption is based on a logic of standardisation, labour cost reduction, and incentive pay without job security guarantees, representation, or partnership. Conversely, democratic team adoption is based on job security guarantees, representation, and partnership, without managerial strategy to reduce labour costs and to use incentive pay. These findings are based on a survey conducted in the Québec manufacturing sector.

Keywords: workplace innovation; social innovation; employee participation; democracy at work; teamwork; typology; work teams; lean teams; semi-autonomous teams; democratic teams; hierarchical teams; Canada; manufacturing industry. (search for similar items in EconPapers)
Date: 2016
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=73431 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:wremsd:v:12:y:2016:i:1:p:50-73

Access Statistics for this article

More articles in World Review of Entrepreneurship, Management and Sustainable Development from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().