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This paper aims to explain the dynamics of the five dimensional Dynamic Organic Transformational (D.O.T.) Team Model for knowledge‐workers to use in achieving high performance.

The D.O.T. Team Model is a dynamic team model developed to integrate and expand key concepts from open systems – contingency and dynamic congruence, transformational leadership, and learning organizations. The five dimensions of the D.O.T. Team Model consist of purpose, people, partnerships, process, and performance. The D.O.T. Team Model is most applicable where subjective measures are used for high performing teams. This model transcends the existing team performance theory and provides a basis for future researchers to build onto the continuing evolutionary changes in team performance.

The D.O.T. Team Model is a comprehensive and holistic approach for knowledge‐workers to achieve high performance. This model is grounded in theory and by applying the five dimensions (purpose, people, partnerships, process, and performance) this model enables optimum fit with a high‐performance team's organization and environments – allowing knowledge‐worker members to effectively respond to dynamic changes and enhance its team and organizational performance.

The article is particularly relevant to practicing knowledge‐worker leaders and team members that operate in a dynamic environment requiring a high‐performance team that can rapidly adapt and respond to change. The D.O.T. Team Model creates an understanding of the organizational and environmental dynamics necessary to achieve a high‐performance team capable of operating in this dynamic environment.

Practitioners will find the information in the article extremely useful in helping to understand how the D.O.T. Team Model can assist them in creating the proper fit with a high‐performance team's organization and environment. The significance of the D.O.T. Team Model was demonstrated by two highly‐recognized teams from both the public and private sectors whose performance philosophy mirrors the dimensions of the D.O.T. Team Model.

The purpose of this paper is to contribute to the literature on teamwork by focusing on the influence support systems, like industrial relations, have on teamwork. Teamwork is conceptualized through three dimensions; technical, governmental and normative.

The paper is based on a case study approach in a single company with available data over a long period of time.

Industrial relations conceptualized as local representation and partnership had a strong influence on all three dimensions of teamwork; technical, governmental and normative. Especially important is the union's involvement in the introduction of teamwork, shaping the arrangement and interpretation of it.

The paper is based on a single company, describing a particular phenomenon. Also, the contextual environment with a strong partnership culture with cooperative industrial relations is important.

The practical implications emphasize the importance for members of an organization to be involved in the introductory part of new organizational development such as teamwork in order to have an influence on arrangement of teams and the interpretation of teamwork.

The social implications are connected to industrial democracy and high level of involvement, which has consequences for the work environment in a company working along these lines.

There are not many available cases of semi‐autonomous teams working over a long period of time, and the paper gives an in‐depth understanding of the strength of this way of working. The main contribution is to highlight how local representation and labor‐management partnership has influenced the dimensions of teamwork.

This paper aims to examine the practice of teamwork in an under‐researched, yet growing industrial setting.

Longitudinal ethnographic‐styled methods of data collection were used and data was examined using the Team Dimensions Model.

The findings suggest the Team Dimensions Model, with the addition of a customer service perspective, is of use for identifying managerial objectives and organisational outcomes of teamwork. However, this does not suggest that teamworking is easy to implement in the hospitality setting.

The findings were obtained using unobtrusive participatory and observational methods and based on a single company.

The paper allows management practitioners to reflect on realities of implementing teamworking under a corporate customer service initiative.

The paper takes an existing theory on teamworking and develops the theory in an under‐researched and growing industrial sector.

The paper aims to investigate how teamwork contributes to successful maintenance practice within maintenance work in an industrial setting.

Qualitative data were gathered from a single case. This includes interviews, participatory observation and document collection.

The findings suggest that even though TPM is originally a technologically‐based concept, the explanations for success or failure are mainly organisational, pointing to management style, collaboration between maintenance and production, involvement and teamwork. This case study shows that a high degree of team autonomy was an important contributor to success; a point not previously emphasized in the literature.

The paper provides a deep understanding of a unique case, but should be supplemented with more data in order to reach general conclusions.

Many companies struggle with implementing total productive maintenance. The paper provides an understanding on how TPM can successfully be supported by teamwork.

Few case studies on TPM and teamwork are available. The main contribution of the paper is a deep understanding of teamwork and maintenance practices, and of including autonomy in TPM teams.

The article seeks to analyse and explore the contradictions and variations in the concepts “team” and “teamwork” and their use in the NSW, Australia, commercial cleaning industry.

The article utilises an ethnographic study of a large Australian cleaning firm. Data were collected using participant observation, field notes, and interviews with managers.

The study provides evidence for the limited uptake of the idealised form of teamwork in commercial cleaning and suggests that teamworking is another means of coordinating groups of workers. Furthermore, the findings support previous research into the paradox of teams without teamwork.

The research provides an insight into the largely neglected area of the reorganisation of work in commercial cleaning. It also provides a critique of the concept of teams and teamworking.

“Multi-Level Issues in Organizations and Time” is Volume 6 of Research in Multi-Level Issues, an annual series that provides an outlet for the discussion of multi-level problems and solutions across a variety of fields of study. Using a scientific debate format of a key scholarly essay followed by two commentaries and a rebuttal, we present, in this series, theoretical work, significant empirical studies, methodological developments, analytical techniques, and philosophical treatments to advance the field of multi-level studies, regardless of disciplinary perspective.

Cultural dimensions studies can limit managers' ability to overcome challenges within international teams as they perpetuate stereotypical perceptions based on nationality. Instead, managers can use identity theory to build a team culture based on interpersonal awareness in which team members view their colleagues as fully realized and predictable individuals.

This paper aims to examine the relationship between the characteristics of strategic decision-making team’s mental model and its performance. The authors propose that the relationship between mental models and performance is two-way, rather than one-way. Thus, performance feedback should, in turn, influence strategic behavior and future performance by either triggering or hindering the learning process.

The authors conduct the research in the setting of a simulation experiment. A longitudinal data set was collected from 36 teams functioning as strategic decision makers over three periods.

This study provides support for the positive impacts of both the complexity and centrality of a team’s mental model on its performance. The authors also find that positive performance feedback reduces changes in complexity and centrality of team mental models due to cognitive inertia.

The study contributes to the literature by investigating the specific mechanisms that underlie mental model evolution. Different from the existing studies on team mental models that mainly focus on similarity of these shared cognitive structures, this study examines another two characteristics of team mental model, complexity and centrality, that are more relevant to the strategic decision-making process but has not been extensively studied in the team literature. In addition, this study reveals that performance feedback has different effects on team mental models depending on the referents – past performance or social comparison – which advances the understanding of the learning effects of performance feedback.

The purpose of this editorial is to introduce the special issue from the IWOT conferences in 2012, focusing on teamwork within the Nordic model.

The paper identifies the content of the Nordic model and discusses how it is relevant for high performing autonomous teams, especially connected to teams with a high level of autonomy.

Shared leadership is positive for team performance when team autonomy is high. The paper identifies eight important variables for creating high performing cross‐functional teams, the role of trust between workers and supervisors in order to unlock standards, and emphasizes the role of industrial relations as an important support system for team work.

This editorial provides an overview of the Nordic perspective of autonomous teams contained in the special issue which comprises four original articles that are examples of latest developments in this research area. Each of these articles contains a brief introduction on how they contribute to filling in gaps in the literature.

Current government policy requires that all acute Trusts will have an Electronic Patient Record (EPR) by 2005 but there is no additional funding for such expensive technology. Instead funding must be found by reviewing internal policies and procedures. Such extensive organisational process review is an opportunity to bring about organisational learning but there is no government guidance on how to bring this about and a dichotomy exists within organisational learning theory. This paper investigates if teams are the bridge between divergent schools of thought on organisational learning, and considers if they are the mechanism to bring about both organisational learning and the delivery of a successful EPR implementation, the stated aim of government policy.