TEAM‐BASED CULTURAL CHANGE – A CASE STUDY

Abstract

Fundamental changes in market dynamics and organizational structures under way in the 1990s demand new and more flexible working behaviour. Looks at how a major UK information technology company, faced with a significant shift in the marketplace, introduced a team‐based culture to move aggressively into value‐added services. The approach is notable for its speed of implementation and how management was used in the change process. The success of the programme, called Teamwork, led to its adoption as a model by other European affiliates of the company.

Citation

Wellbelove, D. (1992), "TEAM‐BASED CULTURAL CHANGE – A CASE STUDY", Industrial and Commercial Training, Vol. 24 No. 7. https://doi.org/10.1108/EUM0000000001594