Real teams in small Australian firms

Abstract

This article describes the methodology and findings of four case studies conducted to explore the practice of teamwork in small and medium‐sized enterprises (SMEs). The case studies were developed from interviews conducted to answer key issues. Results from the study indicate that in small firms effective teams can emerge without the need for team development interventions – in fact emergent teams or informal teams may well be more successful than those constructed through management intervention.

Citation

Miller, S. (2003), "Real teams in small Australian firms", Journal of Management Development, Vol. 22 No. 9, pp. 809-823. https://doi.org/10.1108/02621710310495793