Abstract
This paper surveys recent case study evidence addressing the implications of task-based teamworking for front-line employees. It refers primarily to three manufacturing companies in Britain. All three companies faced significant external challenges deriving from increased competition, and in each case teamworking was perceived as a key aspect of organisational restructuring. The paper illustrates the complexity of employee responses, arguing that there is no ‘one best way’ to implement teamworking, but at the same time suggesting what some of the necessary conditions might be for teamworking to be ‘successful’.
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Rees, C. Assessing employee responses to teamworking and organisational change. AI & Soc 11, 218–230 (1997). https://doi.org/10.1007/BF02812449
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DOI: https://doi.org/10.1007/BF02812449