Self managing teams in high technology manufacture: overcoming technological barriers

Abstract

This paper examines the introduction of self managing teams into a high technology workplace. The paper looks at the managerial and organizational implications of developing teams in what was considered a high technology environment where the physical restrictions of manufacture were assumed to dictate working practices. The case study evidence suggests that even in an atmosphere of clean rooms and clear communication difficulties, SMTs can prosper and suggests that it is only the physical boundaries which impede the development of more flexible forms of work organization.

Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors

“…According to a number of qualitative studies, the management of roles in SMTs is a key element that requires a specific approach (Banai et al, 2000; Heffron & Rerick, 1997; Hoda et al, 2013; Mcnair, Newswander, Boden, & Borrego, 2011; Perry, Karney, & Spencer, 2013). Roles in SMTs are not typically tied to job descriptions and are driven by what the team members decide it is needed to accomplish their goals (Banai et al, 2000; McCalman, 1998; Perry et al, 2013; Thursfield, 2015). Furthermore, high-performing SMTs often have a built-in capability to rotate roles due to overlapping skills (Perry et al, 2013; Wilson & Grey-Taylor, 1995).…”

“…For instance, Bernstein et al (2016) noticed that when team members take on augmented roles, they might have difficulty focusing on the task and prioritizing. Other unintended consequences have emerged as a result of increased responsibilities, such as increased levels of stress in the team, especially when combined with peer pressure and performance-based rewards (Giuliani, 1996; McCalman, 1998; Roy, 2003).…”

“…Some studies suggest that SMTs’ success is highly reliant on having a team of highly skilled experts in multiple areas (Druskat & Pescosolido, 2002; McCalman, 1998). Prior research suggests that when team members lack the necessary skills, they tend to harbor low expectations (Nicholls et al, 1999) and become defensive to protect their job and reputation (Hoda et al, 2013).…”

“…One study found that teams with higher level and a variety of skills are less likely to rely on support from external leaders (Cohen & Ledford, 1994). A key consideration concerning skills is the time and resources necessary to develop them (Banai et al, 2000; Druskat & Pescosolido, 2002; McCalman, 1998).…”

Knowledge-Based Organization in Tourism Industry

“…High growth and high technology firms appear more able and willing to seize the opportunities afforded by Internet. Their fast-growth tendencies are often associated with the entrepreneurial character of the owner, individual managers or operational teams (McCalman, 1998;Mets et al, 2010). Given that virtually every aspect of organizational learning has either direct or indirect relevance for entrepreneurial management, enhanced entrepreneurship, innovative workplace cultures, knowledge management and organizational learning are often viewed as the main strategic factors associated with successful ICT -mainly Internet-adoption and usage in SMEs (Martin & Matlay, 2001;Mets et al, 2010).…”