Index
Organisational Roadmap Towards Teal Organisations
ISBN: 978-1-78756-312-4, eISBN: 978-1-78756-311-7
ISSN: 1877-6361
Publication date: 16 July 2018
This content is currently only available as a PDF
Citation
(2018), "Index", Organisational Roadmap Towards Teal Organisations (Advanced Series in Management, Vol. 19), Emerald Publishing Limited, Leeds, pp. 261-267. https://doi.org/10.1108/S1877-636120180000019015
Publisher
:Emerald Publishing Limited
Copyright © 2018 Emerald Publishing Limited
INDEX
Ability, motivation and opportunity (AMO)
, 71, 79
Adoption and Adaptation
, 83–84
phase application to Livio
, 84–86
Agency theory
, 121–122
Agent
, 122
Algemene Wet Bijzondere Zaken (AWBZ)
, 55
Ambiguity
, 81, 91, 96
role
, 159
Australian variant approach
, 16
Autonomy
, 1, 7–9, 15, 19, 21, 23, 25, 32, 65, 80, 91, 117, 130, 150, 157, 165, 168, 170, 180
related to QWL outcomes
, 32
team
, 103–104
Work Group
, 22
Behaviours and leadership styles
, 89–94
Boundary spanner
, 67, 69
Business management responsibility
, 67
Business Process Reengineering approach (BPR approach)
, 18
Business unit representatives
, 155
Buurtzorg
, 4, 57, 72, 184, 186
Care provision
, 57, 58, 75
Central HRM departments
, 155, 161
Centralisation model
, 155
Challenging job demands
, 150
Classic self-managing team approach (Classic SMT approach)
, 14
Co-production
, 166
Coach-managers
, 53, 58–59, 61, 86, 109, 111–112, 127, 129–130, 156, 165–166
Coal mining methods
, 14
Cognitive crafting
, 151
Collaboration techniques
, 20
Collaborative crafting
, 150
Communication skills
, 20, 163
Complementary resources
, 156–157, 169
Conclusion validity
, 31
Configurational perspective
, 119
Construct validity
, 31
Contemporary SMTs approach
, 18–20
Contextual performance
, 107
Control mechanisms
, 123
Control mechanisms (see Governance mechanisms)
Coordination
, 168–170
‘Counter dependency and fight’ period
, 24
Cultural values
, 38, 42
Customer service delivery
, 39
Decentralisation of healthcare to municipalities
, 55–56
Decision making processes
, 20
Decision-making power
, 72
communication
, 75
compensation and rewards
, 74
financial power
, 75
knowledge
, 75–79
performance assessment
, 73–74
recruitment and selection
, 73
task distribution and organising schedules
, 75
training and development
, 74
Demographic changes
, 55
Dependency and inclusion
, 24
Developmental I-deals
, 152
Devolution of people management responsibilities
, 70
decision-making power
, 72–79
task implementation
, 72
Diversity
, 182
Dutch healthcare system
, 55
Dutch service SMTs
, 36
Dutch variant of modern STS
, 16–17
e-Learning system
, 109, 125–126
Economies of scale, possibilities for
, 190–191
Efficiency-driven approach
, 184
Embedding resources
, 160
Employees
, 159, 166
employee-coordinator
, 153
gains
, 167–168
involvement context
, 15–16, 37
in SMTs
, 156–161
Empowerment
level
, 187
of SMTs
, 102–104
teams
, 13
Evidence evaluation
, 30
Evidence-based approach
, 29
Evidence-based literature review methodology
, 29–30
Evolutionary approach
, 13
Expertise promotion
, 126
External validity
, 31
Financial power
, 75
Financial responsibility
, 67
First-line managers
, 66
Five factor model (FFM)
, 15, 249
Flexibility and client driven approach
, 184
Flexibility I-deals
, 152
Formal control mechanisms
, 122, 155
Formal governance mechanisms
, 122–124, 129–130, 139
Foundational premises (FPs)
, 164, 169
Four-phase SMT implementation process model
, 79
Full-time equivalent (FTE)
, 157
General Act on Special Affairs (see Algemene Wet Bijzondere Zaken (AWBZ))
Global customer team design (GCT)
, 223
Governance mechanisms
, 119, 128, 138–141
and alignment between HRM activities
, 138–141
formal and informal governance mechanisms
, 122–123
horizontal and vertical alignment
, 119–120
horizontal governance mechanisms in SMTs
, 129–138
SMTs and
, 120–122
vertical governance mechanisms for SMTs
, 123–129
Grand theories
, 13
Greenfield organizations
, 186, 190
Group beliefs
, 15, 35–36
Group characteristics
, 15, 34–37, 41
Group composition
, 15, 34–35
Group potency
, 36
Group process
, 15, 36–37
Group task design
, 15, 31–33
Health insurance act (see Zvw)
Healthcare organisations
, 55, 72
Healthcare teams in long-term and elderly care
development projects
, 60–61
external and internal developments
, 55–60
history of Livio’s choice to SMTs
, 61, 62
information sources
, 61–63
organisation
, 54–55
High performance work teams (HPWT)
, 241
High-involvement philosophy
, 105
High-involvement work systems (HIWS)
, 18
High-performance teams
, 24
High-performing work systems (HPWS)
, 18, 105–106
Hindering job demands
, 150
Hollenbeck taxonomy
, 23
Horizontal alignment
, 119–120
Horizontal governance mechanisms (see also Vertical governance mechanisms)
, 129
formal governance mechanisms
, 129–130
informal governance mechanisms
, 130–131
job design
, 134–136
performance management, appraisal and feedback
, 132–134
recruitment and selection
, 131–132
training and development
, 132
workforce planning and scheduling
, 136–138
HR managers
, 70
HRM activities
, 105–106, 150, 191
governance mechanisms and alignment between
, 138–141
job design
, 113–116
performance management, appraisal and feedback
, 110–112
recruitment and selection
, 106–108
salary and rewards
, 112–113
within self-managing teams
, 106
training and development
, 108–110
workforce planning and scheduling
, 116–118
HRM specialists
, 148–149, 151, 154, 192–193
conceptualising competences for HRM-as-a-Service
, 161–163
future in SMTs
, 190–193
HRM-as-a-service by
, 164–170
organisational support by
, 159
HRM-as-a-Service
, 159, 164
conceptualising competences for
, 161–163
coordination
, 168–170
development
, 164–166
motivation
, 166–167
offering value propositions
, 167–168
Human capital
, 162–163
Human resource management (HRM)
, 1, 18, 32, 53, 66, 101, 107, 119, 147, 182
consumption by employees
, 156–159
devolution literature
, 78–79
by employees in STMs
, 148–159
environment
, 167
formal and informal governance mechanisms
, 122–123
function
, 6, 147
horizontal and vertical alignment
, 119–120
horizontal governance mechanisms in SMTs
, 129–138
HRM-related functions
, 102
HRM-related tasks
, 101–102
intelligence
, 183
outcomes
, 156
practices
, 148, 157, 160, 191–192
professionals
, 165–166, 182–183
responsibilities
, 148–149, 153
self-service technologies
, 153–154
services
, 156, 161, 167
shared services
, 154–156
SMTs and governance mechanisms
, 120–122
specialized HRM competences
, 192
supply chain
, 102, 120–121
vertical governance mechanisms for SMTs
, 123–129
Hybrid organisational model
, 155
Idiosyncratic deals (I-deals)
, 152
Incorporation
, 86–89
phase application to Livio
, 89
Individual business units
, 154
Individual level
, 42–43
Industrial longwall method
, 14
Informal control mechanism
, 122, 155
Informal governance mechanisms
, 122–123, 128–129, 130–131, 139
Innovation-driven approach
, 184
Institutional pressures
, 56–57
Integrated Model of Group Development model (IMGD model)
, 24
Integrative synthesis
, 39
Intellectual capital
, 161
Inter-team support
, 42
Internal validity
, 31
Intrinsic value approach
, 184
Job characteristics model (JCM)
, 14, 113–114
Job crafting
, 149, 166
collective crafting of job demands
, 150–151
collective crafting of social job resources
, 151
collective crafting of structural job resources
, 151
Job demands, collective crafting of
, 150–151
Job design
, 113–116, 127, 134–136
Judge-adviser system
, 23
‘Laissez-faire’ style
, 91
Leader-member exchange (LMX)
, 83
Leadership
, 33, 41, 129
styles
, 89–94
Line management roles
, 89–94
Line managers
, 188
devolution of people management responsibilities
, 70–79
discussion
, 95–96
role in SMTs
, 66–69
SMT developments
, 188–190
SMT implementation in organisations
, 79–94
Literature review of SMTs
categorisation by methodological approach
, 30–31
components to framework
, 37–39
critical evaluation of evidence
, 30
employee involvement context
, 37
encouraging supervisory behaviour
, 33–34
evidence-based literature review methodology
, 29–30
group characteristics
, 34–37
group task design
, 31–33
Livio (see Livio Academy)
Livio Academy
, 53, 109, 125
Adoption and Adaptation application phase to
, 84–86
choice to SMTs
, 61–62
development projects
, 60–61
employees
, 55
external developments
, 55–57
incorporation phase application to
, 89
initiation phase application at
, 82–83
internal developments
, 57–60
organisation
, 54–55
use phase application to
, 86
Local business units
, 155
Long-term Care Act (see Wet Langdurig Zorg (Wlz))
Management self-service system
, 153
Managerial stakeholders
, 182
becoming service provider
, 182–183
offering HRM intelligence
, 183
Maturity model of SMTs
, 187–188
Methodological approach, categorisation by
, 30–31
MijnPlan (see MyPlan)
Mini-companies
, 17, 187
Modern SMT approach
, 14–18
Modern STS design
, 16
Monitoring quality
, 67, 68
Motivational job characteristics
, 114
MyPlan
, 57–58
Non-HRM specialists
, 147
Non-standard HRM practices
, 152
North American variant approach
, 16
Online self-service system
, 153, 168
Online system
, 153
Open systems approach
, 16
Operational functions
, 104–105, 127
Organisational independency, degree of
, 187
Organisational stakeholders
, 181
delegate responsibilities and authority
, 181
enjoying diversity
, 182
manage expectations
, 181
Organisational/organisations
, 17, 155, 181, 184, 190
capital
, 163, 168
climate
, 38
context
, 15–16
design elements
, 16
level
, 40–41
scope
, 25
support
, 38, 148, 159–170
Participation discussion
, 56
Participative design approach (see Australian variant approach)
Peer evaluation
, 88, 92
Peer feedback
, 132–133
People management responsibilities
, 6
devolution of
, 70–72
Performance
appraisal
, 110–112, 132–134
assessment
, 73–74
indicators
, 181
management
, 110–113, 126, 132–134, 158–159, 165
management self-services
, 154
metrics
, 140
paradox
, 36
performance-oriented supervision
, 67–68
Pilot teams
, 59
Potential teams
, 24
Power-influence continuum
, 25
Primary work group control
, 16
Primary work groups
, 17
Proactive behaviour
, 37
Problem solving techniques
, 20
Productivity overviews
, 154
Professionally organised teamwork
, 60
Prosumers
, 157, 159, 164, 169
Pseudo teams
, 24
Psychological empowerment
, 102, 103
Psychology discipline
, 13
Quality of work life (QWL)
, 15, 32
Real teams
, 24
Recruitment processes
, 168
Regulatory functions
, 104–105, 127
Reward management
, 112–113
Role ambiguity
, 159
Salary
, 112–113
Sample-systematic search
, 30
Scandinavian variant of STS
, 16
Scheduling task-owners
, 118
Scope of autonomy
, 25
Search protocol
, 30
Search terms
, 30
Self-appraisal
, 112
Self-directed work teams (SDWT)
, 234
Self-leadership
, 15
Self-managed project teams (SMPT)
, 230
Self-management
, 7–9, 32, 179, 184
implementation
, 185–186
organisations
, 19
Self-managing teams (SMTs)
, 7–9, 13, 29, 40, 53, 65, 101, 147, 179
classic SMTs approach
, 14
contemporary self-managing team approach
, 18–20
developments
, 188–190
empowerment
, 102–104
future of HRM specialists in
, 190–193
future of line managers in
, 188–190
governance mechanisms
, 119–141
hiring process
, 108
history of Livio’s choice to
, 61, 62
HRM activities
, 105–118
HRM governance model in organisations
, 139
implementation in organisations
, 79–94
implementation of self-management
, 185–186
informal leadership in
, 34
initiation of
, 80
and leaders
, 179–180
line managers role in SMTs
, 66–69
literature
, 67, 79
literature review of leadership
, 228–259
managerial stakeholders
, 182
on maturity
, 183–188
maturity model of
, 187–188
misconceptions about
, 179–180
modern SMTs approach
, 14–18
newly forming
, 180
organisational stakeholders
, 181–182
outcomes of
, 43
recommendations for implementation
, 180–183
service climate
, 39
staff support
, 180
team stakeholders
, 183
in three waves
, 13
transformation towards
, 104–105
types
, 21–25
Self-services
performance management
, 154
scheduling
, 153
Semco
, 20
Service provider, becoming
, 182–183
Service-dominant logic (S-D logic)
, 164, 169
foundational premise
, 164–165
Shared service centres (SSCs)
, 122
Small and medium-sized enterprises (SMEs)
, 190
Social capital
, 163
Social control mechanisms
, 122
Social job resources
collective crafting of
, 151
increasing
, 150
Social support act (see Wet Maatschappelijke Ondersteuning (WMO))
Socio-technical systems (STS)
, 13, 15, 17–18, 114
Solution-oriented interactive method (SIM)
, 109–110
Structural empowerment
, 102, 103
Structural job resources
collective crafting of
, 151
increasing
, 150
Supervisory behaviour, encouraging
, 33–34
Supervisory behaviour encouragement
, 15
Taiwanese work teams
, 36
Talent motivation analysis (TMA)
, 109–110, 127
tool
, 167
Task
distribution and organising schedules
, 75
division
, 127
flexibility
, 34
implementation
, 72
interdependence
, 36
Teal organisations
, 1, 4, 19–20, 180
Team
composition
, 23
crafting
, 150
development models
, 187
diagnostic survey
, 109–110
dynamics
, 137, 187
effectiveness
, 32, 36
empowerment
, 32, 103
interpersonal relations
, 187
leader’s role
, 33
learning behaviour
, 34, 42
level
, 41–42
maturity
, 23, 25
process
, 32, 36
psychological empowerment
, 103
Team development instrument (TDI)
, 109–110
Team performance indicators (TPIs)
, 111, 113
Team stakeholders
, 183
becoming dream team
, 183
Team-based appraisal system
, 158
Team-based HRM
, 32, 101, 108–109
Team-based rewards
, 112–113
Team-based self-scheduling process
, 153
Team-tasks
, 127
owners
, 127
Technical and administrative dichotomy
, 21, 23
‘Train-the-trainer’ principle
, 165
Training
, 108–110
and development
, 159
and transformation programme
, 58–59
workshops
, 157
Transaction cost theory
, 190
Transformational/emergent leader
, 92
Transition trajectory
, 60
Translating strategy into operations
, 67–68
Trust
, 38, 111, 123
‘Trust and structure’
, 24
Value creation
, 156
Value propositions
, 167–168
Value-in-use notion
, 164–165, 167
Variance control analysis
, 16
Vertical alignment
, 119–120
Vertical governance mechanisms (see also Horizontal governance mechanisms)
, 123
formal governance mechanisms
, 123–124
informal governance mechanisms
, 128–129
job design and task division
, 127
performance management
, 126
recruitment and selection
, 124–125
training and development
, 125–126
workforce planning and scheduling
, 127–128
Vertical governance mechanisms for SMTs
, 123–129
Web-based technologies
, 153
Wet Langdurig Zorg (Wlz)
, 56
Wet Maatschappelijke Ondersteuning (WMO)
, 55–56
Work
design
, 14, 15, 41, 103, 107
and productivity
, 24
Work group autonomy
, 21
Workforce planning
, 116–118, 127–128, 136–138, 157–158, 165
Workforce scheduling
, 116–118, 127–128, 136–138
Working groups
, 24
Workload I-deals
, 152
Zero-equation game
, 179
Zvw
, 56
- Prelims
- Introduction
- The Concept of Self-managing Teams: History and Taxonomy
- Literature Review of Successful Self-managing Teams
- Healthcare Teams in Long-term and Elderly Care at Livio: A Case Study
- The Relevance of Line Managers in Self-managing Teams
- Governance Mechanisms and HRM Activities in Self-managing Teams
- The Role of Organisational Support and HRM Function in Self-managing Teams
- Discussion and Future Outlook
- Appendices
- Index