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

Richard Teare (Department of Management Studies, University of Surrey, Guildford, UK)
Hadyn Ingram (Department of Management Studies, University of Surrey, Guildford, UK)
Eberhard Scheuing (Business Research Institute, St John’s University, New York, USA)
Colin Armistead (The Business School, Bournemouth University, UK)

International Journal of Service Industry Management

ISSN: 0956-4233

Article publication date: 1 August 1997

4967

Abstract

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.

Keywords

Citation

Teare, R., Ingram, H., Scheuing, E. and Armistead, C. (1997), "Organizational teamworking frameworks: evidence from UK and USA‐based firms", International Journal of Service Industry Management, Vol. 8 No. 3, pp. 250-263. https://doi.org/10.1108/09564239710185433

Publisher

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MCB UP Ltd

Copyright © 1997, MCB UP Limited

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