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

High task interdependence: job rotation and other approaches for overcoming ingroup favoritism PurposeThe 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/approachThis 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.FindingsMost 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 implicationsThe 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/valueThis 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Manufacturing Technology Management Emerald Publishing

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

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1741-038X
DOI
10.1108/JMTM-11-2016-0160
Publisher site
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Abstract

PurposeThe 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/approachThis 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.FindingsMost 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 implicationsThe 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/valueThis 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.

Journal

Journal of Manufacturing Technology Management – Emerald Publishing

Published: May 2, 2017

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