@article{crowley_payne_kennedy_2014, title={Working better together? Empowerment, panopticon and conflict approaches to teamwork}, volume={35}, ISSN={["1461-7099"]}, DOI={10.1177/0143831x13488003}, abstractNote={Scholars often offer competing accounts of the consequences of workplace teams. Researchers in the empowerment tradition describe autonomy in teams as generating satisfaction and pro-social behaviors. The panopticon approach emphasizes the disciplinary aspect of teamwork – arguing that peer monitoring elicits intense effort and discourages resistance through visibility and normative control. The conflict school highlights variation in experiences of and responses to teamwork, calling particular attention to worker resistance. This study uses mixed methods to investigate these perspectives simultaneously, analyzing content-coded data on 204 work groups. Though evidence supports both empowerment and panopticon theories, especially when used in combination, the conflict perspective emerges as pivotal to understanding not only worker resistance but also consent to empowerment and even panoptic control.}, number={3}, journal={ECONOMIC AND INDUSTRIAL DEMOCRACY}, author={Crowley, Martha and Payne, Julianne C. and Kennedy, Earl}, year={2014}, month={Aug}, pages={483–506} }
 @article{payne_mcdonald_hamm_2013, title={Production Teams and Producing Racial Diversity in Workplace Relationships}, volume={28}, ISSN={["0884-8971"]}, DOI={10.1111/socf.12021}, abstractNote={Production teams have become a dominant form of work organization as labor markets have become increasingly diverse. This transition likely affects coworker networks—possibly undermining entrenched patterns of workplace segregation. Contact theory suggests that teams can foster network diversity when workers cooperate and share values emphasizing mutual respect. Yet variants of conflict theory, including the critical teams literature, contend that the benefits of teamwork may be eroded by associated factors, including peer discipline, work intensification, and job insecurity. This study uses 2006 General Social Survey data to assess whether and how teamwork affects the racial diversity of worker acquaintance networks, contrasting worker‐ and manager‐directed teams. We find a positive relationship between teams and diversity, but only when teams are worker directed. Despite countervailing tendencies highlighted in the literature, teams foster greater cooperation between workers, which in turn promotes cross‐racial friendships. African Americans tend to receive the greatest diversity payoffs from teams. These findings suggest that teamwork can undermine segregation, though only with certain implementations and with variation across groups.}, number={2}, journal={SOCIOLOGICAL FORUM}, author={Payne, Julianne and McDonald, Steve and Hamm, Lindsay}, year={2013}, month={Jun}, pages={326–349} }