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Contemporary empirical studies of teamwork take much of their inspiration from long-standing conflicting images of 'good' work in modern societies. In particular, the 'machine', 'anomie' and 'alienation' images have had a strong influence on theoretical development and empirical research. Rather than criticizing the dominance of this imagery, this article argues for a more self-conscious and comprehensive exploitation of its richness and diversity. Contemporary studies of teamwork are more often than not held back by a reduction of fundamental theoretical issues and tensions to matters of simple empirical tests and a 'forced' choice between perspectives and a general decline in attention to the 'alienation' image. The argument herein is made through a reanalysis of the classic and exemplary debate between Adler and Cole and Berggren over teamwork in NUMMI and Uddevalla. (Economic and Industrial Democracy / FUB)

"This unique book provides a novel and challenging framework for understanding and influencing organizational change. It reimagines managing and leading change as the mindful mobilization of maps, masks and mirrors. The book challenges overly rational views of change management and leadership. Addressing the gaps, paradoxes and ironies of organizational change, it exposes how deep the faults of traditional change management lie. The authors successfully bridge the divide between scholarly treatises and textbooks on leading change. Summarizing and integrating the diverse literatures on change, this dynamic book is an invaluable resource for change researchers and specialists. Abundant with popular imagery, stories, case studies and reflective activities, Ironies of Organizational Change is the perfect companion and guide for lecturers and advanced students of business and organization studies. It also serves as a research based pragmatic handbook for practitioners looking to manage change more effectively"--

This paper analyses the human resource management (HRM) practices involved in the implementation of a process innovation approach to product development (concurrent engineering (CE)) in the Australian subsidiary of a multinational firm engaged in military defence electronics. According to the research literature, almost all aspects of managing product development under a CE approach are linked to people management. Yet in this particular case, other than project team structure, the prescriptive HRM dimensions of CE were conspicuously absent in the implementation process. This absence is explained by the play of power and politics involving stakeholders analysed over an 18 month period. The implications of this analysis for understanding the embedded, interdependent and political nature of HRM and process innovation are addressed.