Teamworking and managerial control within a Japanese manufacturing subsidiary in the UK

Abstract

This paper presents an in‐depth analysis of processes of “team” working within a shopfloor manufacturing setting. Drawing on ethnographic case studies, the paper examines how human resource management (HRM) practices shaped and influenced the outcomes of “team” work, and addresses the influence of context in examining how and why team‐based systems took on their own particular characteristics and processes with both intended and unintended consequences on the shopfloors studied. The paper argues that an interplay of contextual factors (important factors include company history and worker orientation), HRM strategies and features of the socio‐technical system (including technology, work organisation and control, and social dimensions of the managerial control system in the teams) influenced team processes and outcomes. This analysis builds on Mueller’s work on contextual factors by recognising the influence of traditional modes of managerial control, management style and company culture.

Citation

Rosemary Sharpe, D. (2002), "Teamworking and managerial control within a Japanese manufacturing subsidiary in the UK", Personnel Review, Vol. 31 No. 3, pp. 267-282. https://doi.org/10.1108/00483480210422705