The sustainability of teamwork under changing circumstances: The case of Volvo‐Ghent

Geert Van Hootegem (Department of Sociology, Section Work and Organisation, Catholic University of Leuven, Leuven, Belgium)
Rik Huys (Research Sector Labour and Organisation, Higher Institute of Labour Studies, Leuven, Belgium)
Anne Delarue (Department of Sociology, Section Work and Organisation, Catholic University of Leuven, Leuven, Belgium)

International Journal of Operations & Production Management

ISSN: 0144-3577

Publication date: 1 August 2004

Abstract

Volvo's car assembly plant in Ghent, Belgium, is currently experiencing turbulent times. The plant is implementing the biggest expansion in its history, with plans to almost double its production capacity in 2004. Moreover, Ford is increasingly consolidating its position as the new owner of Volvo. Both developments are challenging the distinctive model of teamwork that Volvo‐Ghent has established over the last decade. This paper assesses the challenges presented by these two developments and the possible outcomes in terms of teamwork at Volvo‐Ghent. This assessment relies on a combination of theories of team structure and team processes.

Keywords

Citation

Van Hootegem, G., Huys, R. and Delarue, A. (2004), "The sustainability of teamwork under changing circumstances: The case of Volvo‐Ghent", International Journal of Operations & Production Management, Vol. 24 No. 8, pp. 773-786. https://doi.org/10.1108/01443570410548211

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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