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Spontaneous Self-Managing Practices in Groups

Evidence From the Field

University of Modena and Reggio Emilia

Diego Maria Macrì

University of Modena and Reggio Emilia

Maria Rita Tagliaventi

University of Bologna

This study, based on qualitative research, accounts for a process of collective and spontaneous self-managing practices in a group formally structured as a manager-led team. It explains the group members’ reactions to different types of work arrangements and their coordination in terms of their need to affirm their professional identity. The characteristics of the organizational context, of the labor market, and of the technology involved favor the emergence of self-management, too. The authors employed observation, ethnographic interviews, and analysis of documents in conducting this research.

Key Words: group • interactions • self-management • social structure • professional identity

Journal of Management Inquiry, Vol. 14, No. 4, 366-384 (2005)
DOI: 10.1177/1056492605280224


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