Dysfunctionality in “citizenship” behaviour in decentralized organizations: A research note

Emerging in the literature on organizational design is the question of the efficacy of self‐managed work groups. From task‐forces and matrix prescriptions of the 1970s, imperatives towards de‐centralization, networked capabilities and self‐managed teams seem to be part of the IT‐driven prescriptions...

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Bibliographic Details
Published in:Journal of managerial psychology 1999-12, Vol.14 (7/8), p.526-544
Main Authors: Korac‐Kakabadse, Nada, Korac‐Kakabadse, Andrew, Kouzmin, Alexander
Format: Article
Language:English
Subjects:
Behavior
Corporate culture
Employees
Ethics
Leadership
Occupational psychology
Organization theory
Perceptions
Rationality
Self directed work teams
Teams
Values
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Summary:Emerging in the literature on organizational design is the question of the efficacy of self‐managed work groups. From task‐forces and matrix prescriptions of the 1970s, imperatives towards de‐centralization, networked capabilities and self‐managed teams seem to be part of the IT‐driven prescriptions emanating from contemporary re‐structuring and social re‐engineering of workplaces. This article explores some interesting dysfunctionality dynamics of corporate “citizenship” behaviour in de‐centralized contexts and suggests the necessity to study, in some further depth, the unquestioned virtues of self‐regulated and de‐centralized teams. As the article implies, cultural engineering, leadership dynamics and complex motivation/citizenship behaviour within such organized settings also require critical re‐examination.
ISSN:0268-3946
1758-7778
DOI:10.1108/02683949910292132