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

By Anne Delarue, Geert Van Hootegem, Stephen Procter and Mark Burridge

Abstract

Full text of this item is not currently available on the LRA. \ud The definitive version is available at www3.interscience.wiley.com, Doi: 10.1111/j.1468-2370.2007.00227.x.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

Publisher: Wiley-Blackwell
Year: 2007
DOI identifier: 10.1111/j.1468-2370.2007.00227.x
OAI identifier: oai:lra.le.ac.uk:2381/8841
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