Teamwork: comparing academic and practitioners’ perceptions

Abstract

Teamworking is a multi‐dimensional concept which has gained recent popularity and some success in manufacturing, but there is little evidence that large numbers of firms in the service sector have espoused teamworking methods. This paper explores this dilemma by comparing academic perceptions of teamworking, through a review of the literature, with a study of the perceptions of practitioners. Although much has been written about group behaviour, the more recent literature on teamworking is inconclusive and is often derived from anecdotal rather than empirical research. Using information obtained from a recent study, this article suggests that the richness of the teamworking experience is not captured by some of the academic literature. It argues for a view of teamworking that is both grounded in the literature and which represents the views of managers and employees in the service sector.

Citation

Ingram, H. and Desombre, T. (1999), "Teamwork: comparing academic and practitioners’ perceptions", Team Performance Management, Vol. 5 No. 1, pp. 16-22. https://doi.org/10.1108/13527599910263116