TY  - JOUR
AB  - The strategic management literature states that firms who wish to have a competitive advantage through high customer service (rapid response) and product differentiation need to restructure their organization into empowered, self-managed work units so as to ensure that there is “value-added” at each stage of the value chain. (Porter, 1985; Hill and Jones, 2001) In this case, Vanguard altered part of its structure through the development of teams in order to maximize its operations; and given their results Vanguard successfully put theory into practice. When the major supporter of team management, Mike Wesley, leaves the firm, he is replaced by Wendy Kiefer, a strong supporter of team structures. Her replacement, Shari Lastarza, however is the “old” assembly manager and does not buy into the team concept. Could this be anything but a formula for disaster?
VL  - 1
IS  - 1
SN  - 1544-9106
DO  - 10.1108/TCJ-01-2004-B006
UR  - https://doi.org/10.1108/TCJ-01-2004-B006
AU  - Casali Joseph A.
AU  - Armandi Barry R.
AU  - Sherman Herbert
PY  - 2004
Y1  - 2004/01/01
TI  - Assembling the Team at Vanguard Electronics*
T2  - The CASE Journal
PB  - Emerald Group Publishing Limited
SP  - 69
EP  - 78
Y2  - 2024/04/19
ER  -