The paradox of self‐management: individual and group autonomy in work groups

By Claus W. Langfred. 2000

315 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/038629a76dc69de8fefb841d9140f8a65491952f

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

A Review and an Integration of Frameworks (2012, background): “According to Langfred (2000), collective autonomy (also called group autonomy) may be defined as “the amount of control and discretion the [team] is allowed in carrying out tasks assigned by the organization” (p. 567).”
Self‐directed work groups and team competence (2006, background): “Thus, decision latitude (cf. Langfred, 2000) and ‘complete working acts’ (Hacker, 1978, 1985; Volpert, 1990) as a result of self-directed team work emerge primarily for the team as a whole and not for the individual team member.”
Team adaptation in context: An integrated conceptual model and meta-analytic review (2017, background): “As such, team adaptive performance is an outcome measured by indicators of task effectiveness within the context of a change, often operationalized as accuracy or quality, supervisory ratings, or objective scores (e.g., Kirkman & Rosen, 1999; Langfred, 2000; Pearsall, Christian, & Ellis, 2010).”
Too Much of a Good Thing? Negative Effects of High Trust and Individual Autonomy in Self-Managing Teams (2004, methodology): “A slight variation on option 1 would be to include the autonomy term in step 1, consistent with the implied logic of James and Brett (1984), as well as the empirical analysis by Langfred (2000).”
The Many Roles of Control in a Stressor-Emotion Theory of Counterproductive Work Behavior (2006, background): “In other cases management might delegate control to workgroups or teams that may restrict individual control, or what Langfred (2000) refers to as Type 1 self-management work group design.”
The Downside of Self-Management: A Longitudinal Study of the Effects tf Conflict on Trust, Autonomy, and Task Interdependence in Self-Managing Teams (2007, background): “It is important to recall that “self-managing” is not necessarily a specific team type but is rather a description of a rough location on a continuum of team design characteristics (Langfred, 2000).”
The Essential Impact of Context on Organizational Behavior (2006, background): “Langfred (2000) studied workgroup effectiveness in a Danish military regiment and an Illinois social service agency.”
Individual autonomy in work teams: The role of team autonomy, self-efficacy, and social support (2006, background): “Individual autonomy refers to freedom, independence, and discretion in the individual task (Hackman & Oldham, 1975, 1980; Karasek, 1998), while team autonomy refers to the same attributes in the task of a team (Cordery, Mueller, & Smith, 1991; Hackman, 1987; Kirkman & Rosen, 1999; Langfred, 2000).”
Job Satisfaction, Role Conflict and Autonomy of employees in the Greek Banking Organization (2015, background): “Autonomy at work reduces the interactions between employees and individuals become more independent and gain greater control over the planning and implementation of their tasks (Langfred, 2000).”
Job and team design: Toward a more integrative conceptualization of work design (2008, background): “In addition to this form of individual worker control, group autonomy has also been defined as “the amount of control and discretion the group is allowed in carrying out tasks assigned by the organization” (Langfred, 2000, p. 567).”
The impact of autonomy and task uncertainty on team performance: A longitudinal field study (2010, background): “By team autonomy, we refer to the extent to which teammembers are able to exert direct control over the management and execution of an interdependent set of primary work tasks assigned to it by the organisation (Banker, Field, Schroeder, & Sinha, 1996; Langfred, 2000).”