When economists claim that rules are coordinating devices, they do not explain how those rules operate in the reality of organizational life. Rules do not indicate behavior, since their most important characteristic is their remoteness from the solution. Thus, rules are merely frameworks for action requiring constant interpretation. This book is grounded in Wittgenstein's understanding of rules as having significance only in the course of their application. It focuses on the disindexation process and on the consequences of a team productivity bonus in an electronic workshop in the Paris Metro.
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