London, Routledge, 2002, 235 s. ; (SALTSA projektet) ISBN 0-415-28576-3
Bogomtale fra forlaget.
Current trends reveal that the increasing intensity at work has major consequences at individual, organizational and societal levels. The balance between intensive and sustainable work must be achieved, yet there are no guiding models, theories or examples on how this can be realized. Creating Sustainable Work Systems: Emerging Perspectives & Practice explores the development of sustainable work systems by analysing intensity problems and providing the basis for designing and implementing sustainable solutions. The increased intensity of work is not only claiming a human toll but is also having an adverse effect on the quality of operations and business. New organizational approaches to work are needed and these 'sustainable work systems' are based on the idea of regeneration and development of human and social resources. This book sheds light on the emerging work systems and describes the existing problems and paradoxes. The researchers, from various academic disciplines and institutions in the US and Europe, consider the existing possibilities and emerging solutions and explore some alternatives to intensive work systems.
Part 1: Framing, Chapter 1. Emerging Work Systems Docherty, P.,
Forslin J.,Shani A.B. (Rami) and Kira, M. Chapter 2. O Tempora, O Mores! Work
Intensity - Why Again an Issue? Brodner, P and Forslin, J. Part 2: Perspectives:
Alternative Disciplinary Lenses Chapter 3. Moving from Consuming to Regenerative
Work Kira, M. Chapter 4. Sources of Intensity in Work Organizations Hatchuel, A.
Chapter 5. A Resource Centred Perspective Moldascl, M. F. Chapter 6. A
Complexity Perpsective Backstrom, T., Eijnatten, F.M. van and Kira, M. Chapter
7. Institutional Contexts Hancke, B. Part 3: Realizing Aspects of Sustainability
Chapter 8. Integrating Product and Personal Development Shani, A.B. (Rami) and
Sena, J. Chapter 9. Sustainablity in a Rapidly Changing Environment Wilhelmson,
L. and Doos, M. Chapter 10. Values and Stakeholder Relations Docherty, P.
Chapter 11. Group Work and Democracy Kuhlmann, M. Chapter 12. Instititional
Support for Development SMEs Banke, P. and Holsbo, A. Chapter 13. An Innovative
Coalition Succumbs to Bureaucracy Docherty, P. Part 4: Attaining Sustainablilty
and Sustainable Change Chapter 14. Feedback, Intangibles and Sustainable
Performance Cressey, P and Docherty, P. Chapter 15. A Relexive Methodology of
Intervention Moldaschl, M.F. and Brodner, P. Chapter 16. Deutero Learning and
Sustainable Change Bjerlov, M. Chapter 17. Eclectic Design for Change Stebbins,
M.W. and Shani, A.B. (Rami) Chapter 18. Sustainable Work Systems: Lessons and
Challenges Docherty, P. Forslin, J. and Shani, A.B. (Rami).
Peter Docherty is a Professor at the Royal Institute of
Technology, Stockholm and Senior Researcher, National Institute of Working Life,
Stockholm. Jan Forslin is Professor in Operations Management and Industrial
Ergonomics, Royal Institute of Technology, Stockholm. A. B. (Rami) Shani is
Professor of Organization Behaviour and Change, California State University, San
Luis Obispo, and Visiting Research Professor at the FENIX Program, Stockholm
School of Economics, Sweden