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A longitudinal research design was used to investigate the effects of a TQM intervention on teamwork in a manufacturing setting. Indicates that TQM intervention did not have a significant direct effect on teamwork. However, one aspect of the intervention, supervisory reinforcement, had a significant indirect effect on teamwork through its impact on changes in trust in colleagues. Overall, employee assess‐ment of the intervention was found to be a better predictor of teamwork than participation in the intervention per se.

In many contemporary service organizations, service teams or service units are the main engines used to deliver key services to customers, client or patients. However, it remains unclear how teamwork mechanisms (i.e. the ways team members work together) influence customer service outcomes, and whether these relationships vary across different service contexts. To advance knowledge on the nature of teamwork in service teams and to set an agenda for further work in this area, there is a need to integrate and synthesize findings across the diverse literature on service teamwork. This paper aims to discuss the aforementioned objectives.

Using a meta-analytic approach, the authors analyzed a substantial pool of relevant effect sizes (a total of 372 effect sizes from 82 studies, with 14,291 service teams/units) to examine the effects of affective, behavioral, cognitive, motivational as well as perceptual teamwork mechanisms on customer service outcomes. The authors also investigated two key service context variables (service climate and service type) as boundary conditions on these effects.

The authors found that cognitive teamwork mechanisms were more strongly positively associated with customer evaluative outcomes than other mechanisms, whereas motivational and perceptual teamwork mechanisms had stronger associations with financial outcomes. Further, four of the five teamwork mechanisms demonstrated stronger correlations under a high service climate. The strength of the correlations between the teamwork mechanisms and customer service outcomes also exhibited different patterns when considered for different service types.

As with all meta-analysis, the quality of the primary studies influences the quality of the insights obtained from summarized effects. As most studies are cross-sectional design, the relationships examined in this paper cannot be interpreted causally. The authors cannot rule out the possibility of reverse causality, for example, reciprocal effects of customer service outcomes on teamwork dynamics due to the reciprocal feedback loop between customers and service providers.

The results hold important practical implications for enhancing customer evaluation and financial performance. First, the overall findings point to the need for employers to emphasize on certain types of teamwork training in order to encourage employee collaboration within service teams. For instance, service organizations could plan team building activities for service teams to promote trust, strengthen interpersonal bonds and improve problem-solving.

The results of this study provide an integration of previous research on service teamwork and fill two important gaps in the knowledge: (1) which aspect of teamwork is more important in determining customer service outcomes? And (2) does the effect of teamwork on customer service outcomes differ across different service contexts?

The study aims to examine the mediating effect of psychological well-being (PWB) on the relationship between teamwork skills and student engagement (SE) in higher education institutional setups.

The study used a triangulation mixed-methods approach. Data were collected from final-year students pursuing post-graduation and graduation in private colleges in India. In the main study, quantitative data was gathered from 276 students through a survey. The relationship among the variables-teamwork skills, SE and PWB was empirically validated through path analysis; mediation was also conducted. In the auxiliary study, qualitative data was gathered through focus group sessions and was analyzed using thematic analysis.

Results depicted that teamwork skills positively predict students' engagement with their academic program. Additionally, PWB partially mediates the relationship between teamwork skills and SE.

The study was conducted to expand understanding of aspects related to promoting students' engagement in HEIs in Delhi and Haryana through being attentive toward teamwork skills development and through taking care of students' PWB.

Drawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it investigates the mediating effect of project commitment on the impact of agile taskwork and agile teamwork on team performance. Furthermore, the study also tests the moderating role of career level on the impact of agile taskwork and agile teamwork on team performance.

Survey data were collected from 563 employees working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares path modeling was used to test the hypothesized model, and the Process macro was used to test the moderating effect.

The results show that agile taskwork and agile teamwork positively affect team performance and project commitment, and project commitment positively impacts team performance. Furthermore, project commitment fully mediates the relationship between agile taskwork and team performance and partially mediates the relationship between agile teamwork and team performance. Furthermore, the career level negatively moderates the impact of agile taskwork and agile teamwork on team performance.

The study shows the importance of agile work practices and project commitment to enhance team performance. Thus, the study provides managers with two strategies to improve their team performance.

There is a scarcity of research examining the distinct effects of agile taskwork and agile teamwork on team performance and the mediating role of project commitment in these relationships. Furthermore, as per the empirical evidence, no previous research has empirically examined the moderating role of career level in the agile taskwork-team performance and agile teamwork-team performance relationships.

Data was obtained from students from 39 universities in 24 countries, part of a large experiential exercise, X-Culture, who worked remotely in cross-cultural teams to solve business problems. The purpose of this study is to develop and test, using structural equation modeling, a conceptual model that identifies the determinants of satisfaction with teamwork.

Data was obtained from participants, students from universities from 39 universities in 24 countries, in a large experiential exercise, X-Culture, who worked remotely in cross-cultural teams to solve business problems. A conceptual model that identifies determinants of satisfaction with teamwork was developed and tested using structural equation modeling.

Satisfaction with teamwork is related to cultural intelligence (CQ), team identity and team climate. Interestingly, CQ of individual team members does not directly impact satisfaction with teamwork. Team identification and team climate, variables that require personal engagement and goodwill, mediate the effects of CQ on satisfaction.

Results suggest that team identification and team climate are important antecedents and explanatory mechanisms for developing satisfaction with teamwork. Having culturally intelligent team members is a necessary, but insufficient condition for satisfying teamwork. Therefore, to increase satisfaction with global virtual teamwork, teams need more than simply culturally intelligent team members. Increased satisfaction requires that team members identify with their team and develop a favorable team climate. The authors suggest education recommendations for global virtual teams.

The purpose was to present a developed, tested and evaluated methodology for assessing teamwork and sustainable quality culture, focusing on top management teams (TMTs).

The developed methodology was based on a convergent mixed-method design, including two data collection methods: questionnaire and focus group discussion. Two pilot tests were performed with two TMTs. This design involved analysing, merging and interpreting data, first separately by data collection method and theme and then in a meta-interpretation. Lastly, there was a follow-up meeting for evaluating results.

Findings from the study were that the methodology can be used to assess teamwork and sustainable quality culture, and the results also showed the strength of using two data collection methods to provide a broader picture of teamwork and sustainable quality culture. A follow-up meeting validated the results and provided additional value to the two TMTs in the form of suggestions on how to improve their teamwork and sustainable quality culture.

Applying this methodology can guide TMTs in how to improve their teamwork and sustainable quality culture within their organisations.

This is a new methodology, containing a developed questionnaire and an interview guide, aiming to assess and evaluate teamwork within TMTs and sustainable quality culture. The practice of the methodology adds value to both TMTs and their organisations, as well as provides a theoretical and methodological contribution to research on teamwork and sustainable quality culture.

Reports on research resulting from a three year EPSRC funded project into teamworking in manufacturing companies. Investigates archetypal forms of teamworking rather than focusing upon narrow or discrete sets of issues. Explores the dynamic capabilities of teamworking, firstly by considering changes in the manufacturing environment with its legacy of ‘old’ organisational forms and functions to contemporary environments where quality, flexibility and continuous improvement are key features, and secondly by discussing a detailed case history of one of the project’s collaborating companies. Identifies archetypal approaches to teamworking and explores benefits of a strategic organisational perspective. Argues that much of the teamworking literature fails to adopt either an organisational or strategic perspective, and hence is unable to acknowledge the complexity of such interventions. Reviews the implications of this more organisational approach for research design and investigation by means of a detailed case study, and explores the development of a strategic methodology for the effective introduction and development of teamworking into manufacturing companies.

This paper aims to explore the introduction of teamwork in two health call centres, NHS Direct and NHS24, and intervenes in the emergent debate over teamwork in call centres. Although within the call centre work environment there is no obvious functional rationale for teamwork, teams can be “accounted for” with reference to other purposes, including performance management, normative control, governmentality and institutional isomorphism/management fads. This research provides additional explanations for the use of teamwork in such an adverse work environment.

The paper is based on qualitative data (interviews and non‐participant observations) from NHS Direct and NHS24, the English and Scottish tele‐nursing organisations in the UK.

In the two tele‐nursing case studies analysed, teamwork was introduced as an expression of managers' aspirations to emulate private sector practices and to reinforce new public management ideals. However, informal teamwork, which cut across organisationally prescribed forms, provided both emotional support and spontaneous knowledge sharing among nurses.

This is an innovative study because teamwork has not been thoroughly explored in a health call centre environment.

This article reports employee attitudes towards quality management (QM) at two organisations in the private services sector. It examines the nature and extent of employee involvement in QM through teamworking, describes the methods which managements use to encourage teamworking, and assesses the levels of responsibility and autonomy that teams have. Actual levels of discretion and responsibility afforded to teams are found to be low, and yet employees consistently report feeling a strong “sense of teamwork”. Managers are using various mechanisms to increasingly control or limit the extent of employee “‘empowerment”. At the same time, however, there is strong employee support for teams, and employees feel that teamworking allows them to have more input into problem‐solving and decision‐making. This article argues that what has occurred in each case is a “re‐organisation of control”, such that there has been a general increase in the level of employee involvement, but within increasingly defined and measurable limits.

Teamworking is a multi‐dimensional concept which has gained recent popularity and some success in manufacturing, but there is little evidence that large numbers of firms in the service sector have espoused teamworking methods. This paper explores this dilemma by comparing academic perceptions of teamworking, through a review of the literature, with a study of the perceptions of practitioners. Although much has been written about group behaviour, the more recent literature on teamworking is inconclusive and is often derived from anecdotal rather than empirical research. Using information obtained from a recent study, this article suggests that the richness of the teamworking experience is not captured by some of the academic literature. It argues for a view of teamworking that is both grounded in the literature and which represents the views of managers and employees in the service sector.