dc.contributor.author | Rolfsen, Monica | |
dc.contributor.author | Kilskar, Stine Skaufel | |
dc.contributor.author | Valle, Nina | |
dc.date.accessioned | 2017-12-21T07:50:05Z | |
dc.date.available | 2017-12-21T07:50:05Z | |
dc.date.created | 2014-09-20T11:06:29Z | |
dc.date.issued | 2014 | |
dc.identifier.citation | Team Performance Management. 2014, 20 (7/8), 343-356. | nb_NO |
dc.identifier.issn | 1352-7592 | |
dc.identifier.uri | http://hdl.handle.net/11250/2473370 | |
dc.description.abstract | Purpose – The purpose of this paper is to analyze how implementation of a management concept is interpreted by a team within a multinational company. The headquarter “rolls out” a standardized version of teamwork within a lean production system. The authors want to investigate what happens. Design/methodology/approach – The paper is based on a case study approach in a single Company with available data over a long period of time. Findings – Instead of being a vehicle for involvement and responsibility through the increased visibility, the tools and techniques become a perceived control mechanism because of a lack of connection between norms and values and tools. Despite the initiating enthusiasm of manager stating that “we are now at day one of a new life”, the system is perceived as yet another management concept, and the tools implemented did not represent any meaningful improvement. Research limitations/implications – The paper is based on a single company, describing a particular phenomenon. Practical implications – The paper highlights the importance of involvement when new concepts are transferred into a new social context. Originality/value – The in-depth study of a team within a multinational corporation implementing a management concept is unusual. The main theoretical contribution is to combine conceptualization of both social context and management principles. | nb_NO |
dc.language.iso | eng | nb_NO |
dc.publisher | Emerald | nb_NO |
dc.title | "We are at day one of a new life": translation of a management concept from headquarter to a production team | nb_NO |
dc.type | Journal article | nb_NO |
dc.type | Peer reviewed | nb_NO |
dc.description.version | acceptedVersion | nb_NO |
dc.source.pagenumber | 343-356 | nb_NO |
dc.source.volume | 20 | nb_NO |
dc.source.journal | Team Performance Management | nb_NO |
dc.source.issue | 7/8 | nb_NO |
dc.identifier.doi | 10.1108/TPM-03-2014-0023 | |
dc.identifier.cristin | 1156198 | |
dc.relation.project | Norges forskningsråd: 210671 | nb_NO |
dc.description.localcode | © 2014. This is the authors' accepted and refereed manuscript to the article. The final authenticated version is available online at: http://www.emeraldinsight.com/doi/full/10.1108/TPM-03-2014-0023 | nb_NO |
cristin.unitcode | 194,60,25,0 | |
cristin.unitname | Institutt for industriell økonomi og teknologiledelse | |
cristin.ispublished | true | |
cristin.fulltext | postprint | |
cristin.qualitycode | 1 | |