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To schedule or not to schedule? Agentic and cooperative teams at call centers

Artikel i vetenskaplig tidskrift
Författare Danilo Garcia
Erik Lindskär
Trevor Archer
Publicerad i Frontiers in Psychology
Volym 5
Nummer/häfte Article 999
ISSN 1664-1078
Publiceringsår 2014
Publicerad vid Psykologiska institutionen
Centrum för etik, juridik och mental hälsa
Språk en
Länkar dx.doi.org/10.3389/fpsyg.2014.00999
Ämnesord agency, communion, call center, self-managing teams, responsibility, cooperation, self-directedness, well-being
Ämneskategorier Hälsovetenskaper, Psykologi


In this opinion article, we propose the concept of self-managing teams (Hackman, 1987, 1990) as an alternative work design for call centers. As is common for work teams, the structure and pur- pose of a self-managing team is decided by others (e.g., customers, leaders), however, self-managing teams have the authority and accountability for not only executing the task but also monitoring and manag- ing work processes—initiating changes in pace or procedure as needed. It is our opinion that such work design leads to the internalization and/or exploita- tion of agentic and communal values that positively influence workers’ well- being and performance, thus, empowering the individual and the organization. Empowerment implies the capacity for self-awareness and knowledge together with the power and strength to take responsibility (Garcia et al., in review); these attributes are associated with the ability to make the right decisions regard- ing different aspects of one’s and others’ well-being (Garcia et al., in review). Well- being in this context refers to feeling good (i.e., happiness), doing good (i.e., mature and actively virtuous living), physical health (i.e., absence of disease or infir- mity), and prosperity (i.e., success, good fortune, and flourishing), see Cloninger (2004, 2013).

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