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Cold comfort firm : Lean organisation and the empirical mirage of the comfort zone

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journal contribution
posted on 28.10.2014, 11:15 by Martin Corbett
This paper examines the provenance of the ‘comfort zone’ and argues that the claimed organisational and psychological benefits associated with moving outside this zone are illusory and unsupported by empirical evidence. Indeed, it will be suggested that such rhetoric, and the lean management practices it has informed, is based on a misreading of the theoretical models and findings from which it is derived. It is argued that this misreading reinforces a style of management based on the deliberate inducement of stress amongst employees in lean organisations. The paper concludes by considering if, how, and what employees might be able to recover from this double bind.

History

Citation

Culture and Organization, 2013, 19 (5), pp. 413-429

Author affiliation

/Organisation/COLLEGE OF SOCIAL SCIENCE/School of Management

Version

AM (Accepted Manuscript)

Published in

Culture and Organization

Publisher

Taylor & Francis (Routledge)

issn

1475-9551

eissn

1477-2760

Copyright date

2013

Available date

22/04/2015

Publisher version

http://www.tandfonline.com/doi/abs/10.1080/14759551.2013.815619#.VE96GRaHiF8

Language

en