Self-managing Work Teams: An International Perspective

Documents the utilization of the self-managing work teams concept throughout the world. Specifically, explores such utilization in Australia, Canada, Japan, Sweden, the United Kingdom and the United States of America. Also investigates the pioneering use of that concept by the unions, e.g. the Commu...

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Bibliographic Details
Published in:Leadership & organization development journal 1992-07, Vol.13 (7), p.3-8
Main Authors: Salem, Mahmoud A., Banner, David K.
Format: Article
Language:English
Subjects:
Collective bargaining
Culture
Effectiveness
Employee morale
Employees
Employment
Experiments
Impacts
Industrial democracy
Job satisfaction
Participatory management
Power
Productivity
Teams
Teamwork
Workers
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Summary:Documents the utilization of the self-managing work teams concept throughout the world. Specifically, explores such utilization in Australia, Canada, Japan, Sweden, the United Kingdom and the United States of America. Also investigates the pioneering use of that concept by the unions, e.g. the Communication Workers of America. Demonstrates the value of this new concept in enhancing global competitiveness. Also looks at the impact of the dominant cultural paradigm and its possible effect on the success (or lack thereof) of this concept in the various countries. Finally, suggests the need for further research to ensure an increased understanding of the successful utilization of self-managing work teams throughout the world.
ISSN:0143-7739
1472-5347
DOI:10.1108/01437739210022847