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Teamworking and organizational performance: A review of survey-based research

Lookup NU author(s): Professor Stephen Procter

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Abstract

This paper presents a review of recent survey-based research looking at the contribution of teamwork to organizational performance. In particular, it focuses on empirical studies in which both teamwork and performance are directly measured in a quantitative way. The paper begins by identifying four interrelated dimensions of teamwork effectiveness: attitudinal, behavioural, operational and financial. The first two represent transmission mechanisms by which organizational performance can be improved. The latter two provide direct measures of organizational outcomes. The review shows that teamworking has a positive impact on all four dimensions of performance. It also reveals that, when teamwork is combined with structural change, performance can be further enhanced. The paper concludes by highlighting some important research gaps that future studies could address. © 2008 Blackwell Publishing Ltd.


Publication metadata

Author(s): Delarue A, Van Hootegem G, Procter S, Burridge M

Publication type: Article

Publication status: Published

Journal: International Journal of Management Reviews

Year: 2008

Volume: 10

Issue: 2

Pages: 127-148

ISSN (print): 1460-8545

ISSN (electronic): 1468-2370

Publisher: Wiley-Blackwell

URL: http://dx.doi.org/10.1111/j.1468-2370.2007.00227.x

DOI: 10.1111/j.1468-2370.2007.00227.x


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