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- W1983804559 abstract "Purpose To critically analyze why the implementation of self‐managed teams often leads to disappointment. Design/methodology/approach The methodology used is qualitative. It is based on the theory of microstoria (Boje) and entails in‐depth interviews and dialogue to collect data. Findings The introduction of the new concept (self‐managed teams) did not start an intensive management discourse. Management largely discussed the concept and decided to implement it, without consulting the employees who had to work with the concept. This led to misunderstandings and resistance to the concept of self‐managing. Research limitations/implications The research was conducted in only two organisations. Practical implications The primary reason why the concept was poorly implemented was that management did not understand the process of shared meaning. Creating a proper “dialogue” is important for implementing new management concepts. Originality/value This paper offers a social constructionist point of view to critically evaluate new management concepts such that they do not become fads." @default.
- W1983804559 created "2016-06-24" @default.
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- W1983804559 date "2005-06-01" @default.
- W1983804559 modified "2023-10-18" @default.
- W1983804559 title "Management fads: the case of the self‐managed team" @default.
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- W1983804559 doi "https://doi.org/10.1108/14635770510600384" @default.
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