Who Has Control in Teams Without Team-working?

A central aspect of labour process theory is the recognition that management must institute controls over the workforce to maximize levels of labour output. Yet, these controls are never complete and employees maintain some ability to actively determine the level of engagement in their work. This article examines the manner in which control is manifest within teams in two different organizations. The article demonstrates that within these two case study organizations, teams develop differently, primarily due to the processes in which the atypical team is engaged. The different processes result in the atypical team having a greater level of control over its members' primary processes and, in addition, greater control over what they do when not engaged in their primary task