000			01558naa a2200193uu 4500
001			6120717414821
003			OSt
005			20190211161540.0
008			061207s1998 xx ||||gr |0|| 0 eng d
100	1		_aEZZAMEL, Mahmoud _93332
245	1	0	_aAccounting for teamwork : _ba critical study of group-based systems of organizational control
260			_aIthaca : _bJohnson Graduate School of Management, _cJune 1998
520	3		_aThis paper examines the role of accounting calculations in the process of reorganizing the manufacturing capabilities of a verticaly integrated global retailing company. In contrast to mainstream analyses that emphasize the novelty and mutual benefits to teamwork, we show how its introduction to replace line work extended rather than supplanted traditional, hierarchical systems of management control. Management's intention was to engender a self-managing means of continuous improvement of working practices, but the self-managing demands of teamwork contravened workers' established sense of self-identity as "machinists" and "mates". Output was raised by changing to a group bonus system, but the move to teamwork had the unintended effect of fermenting hostility toward the managerial goal of making the teams fully self-managing
700	1		_aWILLMOTT, Hugh _919939
773	0	8	_tAdministrative Science Quarterly _g43, 2, p. 358-396 _dIthaca : Johnson Graduate School of Management, June 1998 _xISSN 00018392 _w
942			_cS
998			_a20061207 _b1741^b _cNatália
998			_a20101027 _b1620^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c20481 _d20481
041			_aeng