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John Van Maanen. Quijada, Maria Alejandra Sloan School of Management. Sloan School of Management 2008-03-27T18:18:46Z 2008-03-27T18:18:46Z 2007 2007 http://hdl.handle.net/1721.1/40883 196463886 Thesis (Ph. D.)--Massachusetts Institute of Technology, Sloan School of Management, 2007. Includes bibliographical references (p. 225-229). My dissertation presents the results of a year long ethnographic study of software engineers. The study defines the process of de-socialization as the decay of the results of the socialization process. This process is triggered by changes in the organization that invalidate or limit the validity of the content of previous socialization efforts. Individuals encounter changes that alter the group identity and do not know how to behave in the new world. In its extreme de-socialization can produce a state akin to anomie. The theory is derived from the observed de-evolution of the studied group from what they recall as the good old days, days when they were central to the organization and perceived to be valued, to the sad new days, days when individuals cared little about their project and their firm and felt unappreciated by top management. The process had significant impact on turnover, productivity and organizational citizenship behaviors. Three events acted as triggers for the process of de-socialization. These events were a bout of reorganizations, the acquisition of a new firm, and the changes to the software global labor market. The process of de-socialization results in individuals that have little or no identification with the firm, their workgroup, or their jobs. A model is proposed along with research questions that might guide future research avenues. Proposed interventions to alleviate or stop the de-socialization process are also presented. by Maria Alejandra Quijada. Ph.D. 229 p. eng Massachusetts Institute of Technology M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 Sloan School of Management. The downfall of a team : a tale of the modern workplace and de-socialization Thesis application/pdf Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="40ec426e-108d-4b8a-a14d-974285eace39"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>The downfall of a team : a tale of the modern workplace and de-socialization</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2007</PublicationDate> <Authors> <Author> <DisplayName>Quijada, Maria Alejandra</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Sloan School of Management.</Keyword> <Abstract>My dissertation presents the results of a year long ethnographic study of software engineers. The study defines the process of de-socialization as the decay of the results of the socialization process. This process is triggered by changes in the organization that invalidate or limit the validity of the content of previous socialization efforts. Individuals encounter changes that alter the group identity and do not know how to behave in the new world. In its extreme de-socialization can produce a state akin to anomie. The theory is derived from the observed de-evolution of the studied group from what they recall as the good old days, days when they were central to the organization and perceived to be valued, to the sad new days, days when individuals cared little about their project and their firm and felt unappreciated by top management. The process had significant impact on turnover, productivity and organizational citizenship behaviors. Three events acted as triggers for the process of de-socialization. These events were a bout of reorganizations, the acquisition of a new firm, and the changes to the software global labor market. The process of de-socialization results in individuals that have little or no identification with the firm, their workgroup, or their jobs. A model is proposed along with research questions that might guide future research avenues. Proposed interventions to alleviate or stop the de-socialization process are also presented.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>