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.

Volvo's car assembly plant in Ghent, Belgium, is currently experiencing turbulent times. The plant is implementing the biggest expansion in its history, with plans to almost double its production capacity in 2004. Moreover, Ford is increasingly consolidating its position as the new owner of Volvo. Both developments are challenging the distinctive model of teamwork that Volvo-Ghent has established over the last decade. This paper assesses the challenges presented by these two developments and the possible outcomes in terms of teamwork at Volvo-Ghent. This assessment relies on a combination of theories of team structure and team processes.

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