Abstract
Teamwork at Renault has quite a long history and so to understand its form and content it would be appropriate to know what its principal characteristics are. It was first introduced in Renault in the 1970s by a few managers in an attempt to reform work and in particular assembly-line work using the reorganisation which was taking place at Volvo as inspiration. It was not possible to develop it in the manual sectors owing to opposition by certain managers and the fact that it was regarded with a degree of suspicion by the unions. However it reappeared in the automated sectors at the beginning of the 1980s without coming up against any major opposition [1].
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© 1999 Jean-Pierre Durand, Paul Stewart and Juan José Castillo
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Freyssenet, M. (1999). Transformations in the Teamwork at Renault. In: Durand, JP., Stewart, P., Castillo, J.J. (eds) Teamwork in the Automobile Industry. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-14933-9_9
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DOI: https://doi.org/10.1007/978-1-349-14933-9_9
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