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High task interdependence: job rotation and other approaches for overcoming ingroup favoritism

"Purpose – The purpose of this paper is to investigate how the basic problem of ingroup favoritism in a setting of high task interdependence is addressed through an intervention strategy combining different approaches. Design/methodology/approach – This paper reports on evidence from extensive...

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Main Authors: Wagner, Jürgen P., Grigg, Nigel, Mann, Robin, Mohammad, Musli
Format: Article
Language:English
Published: Emerald Publishing Limited 2017
Subjects:
TS Manufactures
HF5549-5549.5 Personnel management. Employment management
Online Access:http://eprints.uthm.edu.my/5296/1/AJ%202017%20%28751%29.pdf
http://eprints.uthm.edu.my/5296/
https://doi.org/10.1108/JMTM-11-2016-0160
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spelling my.uthm.eprints.52962022-01-09T02:45:57Z http://eprints.uthm.edu.my/5296/ High task interdependence: job rotation and other approaches for overcoming ingroup favoritism Wagner, Jürgen P. Grigg, Nigel Mann, Robin Mohammad, Musli TS Manufactures HF5549-5549.5 Personnel management. Employment management "Purpose – The purpose of this paper is to investigate how the basic problem of ingroup favoritism in a setting of high task interdependence is addressed through an intervention strategy combining different approaches. Design/methodology/approach – This paper reports on evidence from extensive field-based case research. It focuses on the holistic description of a single high-performance logistics setting and discusses the distinct but interrelated managerial approaches against the backdrop of behavioral theory. Findings – Most notably, the authors examine how culturally specific factors such as people’s social ingroup-outgroup categorization is reduced through a continual rotation of jobs. Work relationships are purposefully depersonalized and consequently socially reframed through reference to the corporate philosophy. Likewise, behaviors, roles and responsibilities are redefined based on a purposeful reinterpretation of the corporate philosophy. The authors evaluate these desired behaviors against the background of the perceptions of work group members and describe how these guide actual behaviors. Practical implications – The insights of this study exemplify how adverse behavioral effects that may occur in some socio-cultural contexts may be avoided through the appropriate design of operations. Originality/value – This study employs a holistic approach to provide valuable insights into both practitioners and academics in the field of OM to counteract detrimental behavioral effects in real-world operations." Emerald Publishing Limited 2017 Article PeerReviewed text en http://eprints.uthm.edu.my/5296/1/AJ%202017%20%28751%29.pdf Wagner, Jürgen P. and Grigg, Nigel and Mann, Robin and Mohammad, Musli (2017) High task interdependence: job rotation and other approaches for overcoming ingroup favoritism. Journal of Manufacturing Technology Management, 28 (4). pp. 485-505. ISSN 1741-038X https://doi.org/10.1108/JMTM-11-2016-0160
institution Universiti Tun Hussein Onn Malaysia
building UTHM Library
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Tun Hussein Onn Malaysia
content_source UTHM Institutional Repository
url_provider http://eprints.uthm.edu.my/
language English
topic TS Manufactures
HF5549-5549.5 Personnel management. Employment management
spellingShingle TS Manufactures
HF5549-5549.5 Personnel management. Employment management
Wagner, Jürgen P.
Grigg, Nigel
Mann, Robin
Mohammad, Musli
High task interdependence: job rotation and other approaches for overcoming ingroup favoritism
description "Purpose – The purpose of this paper is to investigate how the basic problem of ingroup favoritism in a setting of high task interdependence is addressed through an intervention strategy combining different approaches. Design/methodology/approach – This paper reports on evidence from extensive field-based case research. It focuses on the holistic description of a single high-performance logistics setting and discusses the distinct but interrelated managerial approaches against the backdrop of behavioral theory. Findings – Most notably, the authors examine how culturally specific factors such as people’s social ingroup-outgroup categorization is reduced through a continual rotation of jobs. Work relationships are purposefully depersonalized and consequently socially reframed through reference to the corporate philosophy. Likewise, behaviors, roles and responsibilities are redefined based on a purposeful reinterpretation of the corporate philosophy. The authors evaluate these desired behaviors against the background of the perceptions of work group members and describe how these guide actual behaviors. Practical implications – The insights of this study exemplify how adverse behavioral effects that may occur in some socio-cultural contexts may be avoided through the appropriate design of operations. Originality/value – This study employs a holistic approach to provide valuable insights into both practitioners and academics in the field of OM to counteract detrimental behavioral effects in real-world operations."
format Article
author Wagner, Jürgen P.
Grigg, Nigel
Mann, Robin
Mohammad, Musli
author_facet Wagner, Jürgen P.
Grigg, Nigel
Mann, Robin
Mohammad, Musli
author_sort Wagner, Jürgen P.
title High task interdependence: job rotation and other approaches for overcoming ingroup favoritism
title_short High task interdependence: job rotation and other approaches for overcoming ingroup favoritism
title_full High task interdependence: job rotation and other approaches for overcoming ingroup favoritism
title_fullStr High task interdependence: job rotation and other approaches for overcoming ingroup favoritism
title_full_unstemmed High task interdependence: job rotation and other approaches for overcoming ingroup favoritism
title_sort high task interdependence: job rotation and other approaches for overcoming ingroup favoritism
publisher Emerald Publishing Limited
publishDate 2017
url http://eprints.uthm.edu.my/5296/1/AJ%202017%20%28751%29.pdf
http://eprints.uthm.edu.my/5296/
https://doi.org/10.1108/JMTM-11-2016-0160
_version_ 1738581361852153856
score 13.211869

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