Table of contents
Modalities of self‐managing teams – The “must”, “may”, “can” and “will” of local decision making
Eric MollemanThis paper deals with the leeway organizations have to develop and design self‐managing teams by using a model containing four modal verbs: must, may, can and will. “Must” refers…
Industrial relations and the diffusion of teamworking – Survey evidence from the UK steel industry
Nicolas Bacon, Paul BlytonThis article explores the industrial relations factors associated with the adoption of teamworking and allied new working practices. A survey of trade union representatives in the…
An empirical study of human resource management strategies and practices in Australian just‐in‐time environments
Damien Power, Amrik S. SohalThis study seeks to further examine the extent and emphasis of particular human resource management strategies in Australian JIT companies through an empirical analysis of survey…
Lean production and sustainable competitive advantage
Michael A. LewisToday, “lean” may no longer be fashionable but its core principles (flow, value, pull, minimizing waste etc.) have become the paradigm for many manufacturing (and service…
Improving co‐development through process alignment
Stephen Evans, Sarah JukesThere has been a recent surge of enthusiasm within the automotive industry to build closer supplier relationships within the area of product development. One concept deemed…
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ISSN:
0144-3577Online date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Dr Tobias Schoenherr
- Prof. Constantin Blome
- Robert D. Klassen