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In work systems based on autonomous work groups, the effort of different autonomous groups needs to be coordinated to produce desirable system-wide effects. The existing literature on organizational structures for inter-group coordination is limited. In this article, the authors explore two different structures for inter-group coordination, which are alternatives to traditional hierarchical control. These structures are rotating group spokespersons and shared leadership. The main conclusion of this article is that inter-group coordination becomes a major challenge when groups enjoy high levels of autonomy. Our argument builds on a case study of a manufacturing company, analysed through the lens of modern socio-technical theory. The difficulties associated with inter-group coordination have implications for debates on organizational performance and may help explain why autonomous work groups are not widely used in industry.

Lean has evolved from an operational tool to a complete management concept that incorporates softer aspects such as participation, learning and leadership. This evolution challenges the traditional way in which large management consultancy firms intervene in the lean implementation process; an outside expert cannot easily install a soft, participation-oriented form of lean. To explore this challenge, we report a longitudinal, qualitative case study of how a large consultancy firm supported lean implementation in a public service organisation. Our findings show that although the consultants' rhetoric had been adapted to the contemporary ideal of soft lean, their practice had not: implementation remained tool-centred and external consultants took the roles of experts. We posit that the business model of large consultancy firms and the nature of conventional client-consultant contracts may explain this mismatch between consultants' talk and action. Hence, this challenge is difficult to overcome in practice, and managers are advised to consider critically what management consultants can and cannot effectively deliver in lean implementations.

Purpose -The paper aims to investigate how teamwork contributes to successful maintenance practice within maintenance work in an industrial setting. Design/methodology/approach -Qualitative data were gathered from a single case. This includes interviews, participatory observation and document collection. Findings -The findings suggest that even though TPM is originally a technologically-based concept, the explanations for success or failure are mainly organisational, pointing to management style, collaboration between maintenance and production, involvement and teamwork. This case study shows that a high degree of team autonomy was an important contributor to success; a point not previously emphasized in the literature.Research limitations/implications -The paper provides a deep understanding of a unique case, but should be supplemented with more data in order to reach general conclusions. Practical implications -Many companies struggle with implementing total productive maintenance. The paper provides an understanding on how TPM can successfully be supported by teamwork. Originality/value -Few case studies on TPM and teamwork are available. The main contribution of the paper is a deep understanding of teamwork and maintenance practices, and of including autonomy in TPM teams.

Recent studies have examined whether labour unions will benefit from stepping out of their traditional role and into labour-management partnership. This article discusses the limits of such partnership, exploring the negotiations prevailing as the union representatives go so far into cooperation that it turns out to be controversial among their members. In order to understand this conflict, there is a need to clarify the content of the labour-management partnership. This article contributes first by presenting novel empirical material from an in-depth qualitative case study. This material indicates that controversies occur when the union representatives start acting like managers, are responsible for decisions that reduce the members' benefits and distance themselves from the rank-and-file's point of view. In addition, this article contributes by exposing that close cooperation in long-term development issues need not be controversial. Quite the contrary -this is mentioned as the most positive outcome of the partnership.