dc.contributor.author	Ollilainen, Anne Marjukka	en
dc.contributor.committeecochair	Rothschild, Joyce	en
dc.contributor.committeecochair	Calasanti, Toni M.	en
dc.contributor.committeemember	Parker-Gwin, Rachel	en
dc.contributor.committeemember	Hult, Karen M.	en
dc.contributor.committeemember	Fuller, Theodore D.	en
dc.contributor.committeemember	Flora, Cornelia B.	en
dc.contributor.department	Sociology	en
dc.date.accessioned	2014-03-14T20:10:23Z	en
dc.date.adate	1999-04-23	en
dc.date.available	2014-03-14T20:10:23Z	en
dc.date.issued	1999-04-19	en
dc.date.rdate	2000-04-23	en
dc.date.sdate	1999-04-21	en
dc.description.abstract	This study examines how gender as a socio-cultural construction factors in the currently occurring change from a bureaucratic work organization to more interactive and team-based structures. Informed by Joan Acker's theory of gendered organization, I identify processes that produce and reproduce gendered relationships of domination and subordination in self-managing teams, despite the premise that self-managing teams foster more egalitarian workplace relations. In a multiple case study, using in-depth interviews and participant observation, I examine four currently functioning, mixed-sex, self-managing teams in two service sector organizations and one manufacturing plant. The objective of the study is to uncover how and in what ways gender is present in teamwork and shapes various routine work processes. The so-called “gendered processes“ I found to occur in the four case-study teams include a gender division of team tasks that required women to perform clerical work even when teams were supposed to implement cross-functional task sharing. Gendered processes also took place through interaction and team metaphors of “family“ and “football team.“ I illustrate how the construction of emotions in teamwork marginalized women's contributions and how women and men consciously employed strategies to fit into expectations of gender-appropriate behavior. Despite these gender divisions, I suggest that one possible way for teams to improve organizational gender equality is that they emphasize non-hierarchical spatial arrangements. Finally, although I found gendered processes in all four teams, the ways in which gender shaped teamwork varied according to the organizational status position of a team. Also self-management proved the most comprehensive in teams that functioned at the higher organizational levels. I thank the Finnish Work Environment Fund, The Foundation for Economic Education, and Ella and Georg Ehrnrooth's Foundation, all of Helsinki, Finland, for their financial support towards the completion of this dissertation. This study was also supported by dissertation grants from Eemil Aaltonen's Foundation of Tampere, Finland and Oskar Ã flund's Foundation of Espoo, Finland, for which I am grateful.	en
dc.description.degree	Ph. D.	en
dc.identifier.other	etd-042199-143559	en
dc.identifier.sourceurl	http://scholar.lib.vt.edu/theses/available/etd-042199-143559/	en
dc.identifier.uri	http://hdl.handle.net/10919/27105	en
dc.publisher	Virginia Tech	en
dc.relation.haspart	CH1.pdf	en
dc.relation.haspart	CH2.pdf	en
dc.relation.haspart	CH5.pdf	en
dc.relation.haspart	BACK.pdf	en
dc.relation.haspart	CH6.pdf	en
dc.relation.haspart	FRONT.pdf	en
dc.relation.haspart	CH4.pdf	en
dc.relation.haspart	CH3.pdf	en
dc.rights	In Copyright	en
dc.rights.uri	http://rightsstatements.org/vocab/InC/1.0/	en
dc.subject	Self-Managing Teams	en
dc.subject	Gender	en
dc.subject	Organizations	en
dc.title	Gendered Processes in Self-Managing Teams: A Multiple Case Study	en
dc.type	Dissertation	en
thesis.degree.discipline	Sociology	en
thesis.degree.grantor	Virginia Polytechnic Institute and State University	en
thesis.degree.level	doctoral	en
thesis.degree.name	Ph. D.	en

Gendered Processes in Self-Managing Teams: A Multiple Case Study

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