Organizational teamworking frameworks: evidence from UK and USA‐based firms

Emerald - 1997
RichardTeare1, HadynIngram1, EberhardScheuing2, ColinArmistead3
1Department of Management Studies, University of Surrey, Guildford, UK
2Business Research Institute, St John’s University, New York, USA
3The Business School, Bournemouth University, UK

Tóm tắt

Draws from case study research conducted in 14 UK and USA‐based manufacturing and service firms, most with mature teamworking structures. Aims to examine practitioner perspectives and current practices in teamworking and to assess the strategic contribution that work‐based teams are making to quality improvement.

Từ khóa


Tài liệu tham khảo

Armistead, C. and Grant, D. (1996, “Business process management: the future design of organisations?”, Proceedings of the International BPR Conference, Cranfield University, Cranfield, February.

Garvin, D.A. (1995, “Leveraging processes for strategic advantage”, Harvard Business Review, September‐October, pp. 77‐90.

O’Brien, D. and Wainwright, J. (1993, “Winning as a team of teams ‐ transforming the mindset of the organisation at National and Provincial Building Society”, The Journal of Corporate Transformation, Vol. 1, No. 3.

Teare, R., Scheuing E., Atkinson, C. and Westwood, C. (Eds) (1997, Teamworking and Quality Improvement: Lessons from British and North American Organizations, Cassell, London and New York, NY.

Thông tin
Thông tin xuất bản

Emerald

Thông tin tác giả