Assessing Employee Responses to Teamworking and Organizational Change

AI and Society (Special Issue on the "New Organization of Work"), Vol. 11, Nos. 3/4, pp. 218-230, 1997

Posted: 25 Apr 2011

See all articles by Chris Rees

Chris Rees

Royal Holloway, University of London

Date Written: April, 21 2011

Abstract

This paper surveys recent case study evidence addressing the implications of task-based teamworking for front-line employees. It refers primarily to three manufacturing companies in the UK. All three companies faced significant external challenges deriving from increased competition, and in each case teamworking was perceived as a key aspect of organisational restructuring. The paper illustrates the complexity of employee responses, arguing that there is no ‘one best way’ to implement teamworking, but at the same time suggesting what some of the necessary conditions might be for teamworking to be ‘successful’.

Suggested Citation

Rees, Chris, Assessing Employee Responses to Teamworking and Organizational Change (April, 21 2011). AI and Society (Special Issue on the "New Organization of Work"), Vol. 11, Nos. 3/4, pp. 218-230, 1997, Available at SSRN: https://ssrn.com/abstract=1817612

Chris Rees (Contact Author)

Royal Holloway, University of London ( email )

HOME PAGE: http://www.easyurl.net/chris.rees

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