This paper aims to examine the practice of teamwork in an under‐researched, yet growing industrial setting.
Longitudinal ethnographic‐styled methods of data collection were used and data was examined using the Team Dimensions Model.
The findings suggest the Team Dimensions Model, with the addition of a customer service perspective, is of use for identifying managerial objectives and organisational outcomes of teamwork. However, this does not suggest that teamworking is easy to implement in the hospitality setting.
The findings were obtained using unobtrusive participatory and observational methods and based on a single company.
The paper allows management practitioners to reflect on realities of implementing teamworking under a corporate customer service initiative.
The paper takes an existing theory on teamworking and develops the theory in an under‐researched and growing industrial sector.
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