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Sharing is Caring - A Qualitative Case Study on The Relational Dynamic of Job Sharing Tandems

Keijzer, Linge LU and Dopp, Josephine LU (2022) BUSN49 20221
Department of Business Administration
Abstract
This study is aimed at developing a deeper understanding of the
relational dynamic of tandem partners. Job sharing is a unique
workplace arrangement that involves two individuals of equal standing
who are closely collaborating and continuously interacting, each with
accountability and responsibility to the tandem. The purpose of this
study is to discover how the partners perceive their relationship and
uncover which aspects of the tandem dynamic they consider most
significant. This study, which follows the interpretive (symbolic interactionist)
research tradition and an abductive approach, consists of a qualitative
case study conducted within a German multinational. Empirical data
was generated through 13 semi-structured... (More)
This study is aimed at developing a deeper understanding of the
relational dynamic of tandem partners. Job sharing is a unique
workplace arrangement that involves two individuals of equal standing
who are closely collaborating and continuously interacting, each with
accountability and responsibility to the tandem. The purpose of this
study is to discover how the partners perceive their relationship and
uncover which aspects of the tandem dynamic they consider most
significant. This study, which follows the interpretive (symbolic interactionist)
research tradition and an abductive approach, consists of a qualitative
case study conducted within a German multinational. Empirical data
was generated through 13 semi-structured interviews held in 2022 with
in total eight female tandems that approximately lasted one hour.
Theoretical Perspective By adopting a micro-sociological perspective for our analysis we are able to focus on the interpersonal relation of the partners. We build on Barker’s (1993) concept of concertive control in self-managing teams
and further expand his notion of horizontal control based on the empirical findings to fit the relational dynamics of the tandem. We find that through discursive practices and intimate interaction partners construct their own social reality through the tandem arrangement. The relational dynamic is characterized by two central types of informal, horizontal peer influence that are balanced within partners’ interactions: caring influence and controlling influence. Dyadic Concertive Control is introduced as a new concept that encompasses these two types of peer influence. With these findings we transcend the existing and limited
‘business’ perspective on job sharing and instead examine defining elements for the functioning of the relationship from the tandem partner’s perspective. (Less)
Please use this url to cite or link to this publication:
author
Keijzer, Linge LU and Dopp, Josephine LU
supervisor
organization
course
BUSN49 20221
year
type
H1 - Master's Degree (One Year)
subject
keywords
Job Sharing, Horizontal Dyadic Relationships, Caring Influence, Controlling Influence, Dyadic Concertive Control, Horizontal Control
language
English
id
9085477
date added to LUP
2022-06-21 09:24:41
date last changed
2022-06-21 09:24:41
@misc{9085477,
  abstract     = {{This study is aimed at developing a deeper understanding of the 
relational dynamic of tandem partners. Job sharing is a unique 
workplace arrangement that involves two individuals of equal standing
who are closely collaborating and continuously interacting, each with 
accountability and responsibility to the tandem. The purpose of this 
study is to discover how the partners perceive their relationship and 
uncover which aspects of the tandem dynamic they consider most
significant. This study, which follows the interpretive (symbolic interactionist) 
research tradition and an abductive approach, consists of a qualitative 
case study conducted within a German multinational. Empirical data 
was generated through 13 semi-structured interviews held in 2022 with 
in total eight female tandems that approximately lasted one hour. 
Theoretical Perspective By adopting a micro-sociological perspective for our analysis we are able to focus on the interpersonal relation of the partners. We build on Barker’s (1993) concept of concertive control in self-managing teams 
and further expand his notion of horizontal control based on the empirical findings to fit the relational dynamics of the tandem. We find that through discursive practices and intimate interaction partners construct their own social reality through the tandem arrangement. The relational dynamic is characterized by two central types of informal, horizontal peer influence that are balanced within partners’ interactions: caring influence and controlling influence. Dyadic Concertive Control is introduced as a new concept that encompasses these two types of peer influence. With these findings we transcend the existing and limited
‘business’ perspective on job sharing and instead examine defining elements for the functioning of the relationship from the tandem partner’s perspective.}},
  author       = {{Keijzer, Linge and Dopp, Josephine}},
  language     = {{eng}},
  note         = {{Student Paper}},
  title        = {{Sharing is Caring - A Qualitative Case Study on The Relational Dynamic of Job Sharing Tandems}},
  year         = {{2022}},
}