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- W2140992083 abstract "This case study is about a warehouse in London’s Dockland with predominantly local staff. It stored and distributed food and drink for contractors. Its market was expanding; the site well positioned. Nonetheless, since takeover by a large shipping company, contracts went unrenewed, ‘stock shrinkage’ mounted, losses increased. The author, part of a small team of consultants, was hired ‘to study and advise’. Customer intrusions are normal in service organisations. But here conflicting and group‐based short‐term interests inhibited staff co‐ordination: serial crises involved ad hoc responses. Fieldwork entailed charting work flows, administering an attitude survey, conducting a census and assessing both the workforce’s collective East‐End culture and top management’s culture: their values conflicted. In Dockland, kinship and neighbourly obligations were strong. Obtaining and distributing pilfered goods reflected this; they celebrated group enterprise, collective support and autonomy – values evident in the warehouse that we made integral to proposals for reorganisation. This paper thus addresses intrusions: from customers – evident in disruptive work flows; two externally derived and opposed cultures and the culture of consultants." @default.
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- W2140992083 date "2009-09-01" @default.
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- W2140992083 title "East‐End Warehouse: a case study of ‘organisational capture’ and cultural conflicts" @default.
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- W2140992083 doi "https://doi.org/10.1080/14759550903119269" @default.
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