Hegemonic Power Process in team-based Work

Abstract

The purpose of this paper is to portray how implicit “hegemonic power processes” channel the way in which self-managing teams deal with organisational dilemmas. Hegemonic power processes in team-based work are, to a great extent concealed, processes of meaning and identity formation. These processes induce the team members to consent to the dominant organisational views. They also impel the team members to accept their insertion into organisational practices, despite the possible disadvantages these practices might pose for the team. During processes of meaning and identity formation, certain conceptions of reality and particular employee attitudes are “organised in”, while alternative conceptions and attitudes are “organised out” (Mumby & Stohl, 1991). We illustrate our elaboration of these processes by analysing a decision making process, which a nursing team in a local hospital has employed, when dealing with problems of understaffing.