Nowadays, new paradigm of enterprise organization i s constantly changing due to the emergence of the global marketplace, the rise of information technology, and the emphasis of the social developments. This re quires...Nowadays, new paradigm of enterprise organization i s constantly changing due to the emergence of the global marketplace, the rise of information technology, and the emphasis of the social developments. This re quires a more flexible form of organization that are more adaptable to rapid cha nges in business environment such as autonomous work groups (AWGs) in order to achieve higher productivity and effectiveness. AWGs are work units responsib le for the production of goods and the provision of services. They involve team members in making decisions that are traditionally the responsibility of the sup ervisors and managers (Cohen & Bailey, 1997). Team members of AWGs are allowed t o self-regulate their behavior on jobs such as task assignments, methods for ca rrying out the work, and scheduling of activities etc. (Cohen & Ledford, 1994). For example, Motorola achieved a high organizational performance due to the succ essful implementation of AWGs in quality management (Piczak & Hauser, 1996). Xer ox also reported their operational successes based on the team-oriented work gr oups (Wageman, 1997). In recent years many organizations have replaced the traditional layers of manag ement with autonomous team-based work arrangements. Surveys indicated that the adoption of AWGs has soared in responding to the competitive business challenges . Many enterprises are making a deliberate effort to use AWGs to carry out work and operational processes as an alternative for hierarchical approaches (Lawler et al., 1995). There is a growing body of evidence that AWGs are more effective than traditionally managed groups and they contributes to organizational perform ance, such as improvement in operational performance, productivity, quality, cos t savings, employee attitude and behavior, and employee satisfaction (e.g. Pears on, 1992; Cohen & Ledford, 1994; Seers et al. 1995). Given the complexity and cognitive nature of team-based organizations, the mech anisms that the enterprises use in the development of the increasingly sophis展开更多
文摘Nowadays, new paradigm of enterprise organization i s constantly changing due to the emergence of the global marketplace, the rise of information technology, and the emphasis of the social developments. This re quires a more flexible form of organization that are more adaptable to rapid cha nges in business environment such as autonomous work groups (AWGs) in order to achieve higher productivity and effectiveness. AWGs are work units responsib le for the production of goods and the provision of services. They involve team members in making decisions that are traditionally the responsibility of the sup ervisors and managers (Cohen & Bailey, 1997). Team members of AWGs are allowed t o self-regulate their behavior on jobs such as task assignments, methods for ca rrying out the work, and scheduling of activities etc. (Cohen & Ledford, 1994). For example, Motorola achieved a high organizational performance due to the succ essful implementation of AWGs in quality management (Piczak & Hauser, 1996). Xer ox also reported their operational successes based on the team-oriented work gr oups (Wageman, 1997). In recent years many organizations have replaced the traditional layers of manag ement with autonomous team-based work arrangements. Surveys indicated that the adoption of AWGs has soared in responding to the competitive business challenges . Many enterprises are making a deliberate effort to use AWGs to carry out work and operational processes as an alternative for hierarchical approaches (Lawler et al., 1995). There is a growing body of evidence that AWGs are more effective than traditionally managed groups and they contributes to organizational perform ance, such as improvement in operational performance, productivity, quality, cos t savings, employee attitude and behavior, and employee satisfaction (e.g. Pears on, 1992; Cohen & Ledford, 1994; Seers et al. 1995). Given the complexity and cognitive nature of team-based organizations, the mech anisms that the enterprises use in the development of the increasingly sophis
