, Volume 11, Issue 1–2, pp 218–230 | Cite as

Assessing employee responses to teamworking and organisational change

  • Chris Rees


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 Britain. 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’.


Competitiveness Industrial relations Partnership Productivity Teamworking Work organisation 


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Copyright information

© Springer-Verlag London Limited 1997

Authors and Affiliations

  1. 1.School of Human Resource ManagementKingston UniversityKingstonUK

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