Title: Team responsibility structure and team performance
Authors: Doorewaard, Hans ×
Van Hootegem, Geert
Huys, Rik #
Issue Date: 2002
Publisher: MCB University Press
Series Title: Personnel Review vol:31 issue:3 pages:356-370
Abstract: The purpose is to analyse the impact of team responsibility (the division of job regulation tasks between team leader and team members) on team performance. It bases an analysis on 36 case studies in. The Netherlands which are known to have implemented team-based work The case studies were executed in 1997 by means of face-to-face interviews with HRM-staff and line management. It concludes from the analyses that two different types of team responsibility prevail In a "hierarchical team" team leaders take responsibility for decisions concerning work preparation, support and control while in the "shared-responsibility team" decisions are taken by the team members themselves. The analyses shout that "shared-responsibility teams" are thought to contribute more substantially to team Performance outcomes than "hierarchical teams" The analysis helped gain a better understanding of the relationship between HRM and organisation performance, as it is viewed in the "human resource-based view of the firm".
ISSN: 0048-3486
Publication status: published
KU Leuven publication type: IT
Appears in Collections:Research Group Work and Organisation
Electrical Engineering - miscellaneous
Centre for Sociological Research
× corresponding author
# (joint) last author

Files in This Item:
File Status SizeFormat
879321.pdf Published 288KbAdobe PDFView/Open Request a copy

These files are only available to some KU Leuven Association staff members


All items in Lirias are protected by copyright, with all rights reserved.

© Web of science