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Human Relations, Vol. 51, No. 7, 927-944 (1998)
DOI: 10.1177/001872679805100704

Putting the "Team" into Teamwork: Alternative Theoretical Contributions for Contemporary Management Practice

Svan Lembke

Deloitte & Touche Consulting Group, ICS, Tower Two, Shortland Centre, P.O. Box 33, Auckland, New Zealand s.lembke{at}ics.co.nz

Marie G. Wilson

Executive Programmes, University of Auckland, New Zealand m.wilson{at}auckland.ac.nz

This paper establishes that teamwork is a function of how team members perceive the team and their role in it. Social identity theory (Hogg & Abrams, 1993; Tajfel & Turner, 1986) and self-categorization theory (Turner, 1987) offer explanations for the cognitive, evaluative, and emotional processes which motivate individuals to join a social group and enhance their ability to contribute to the maximum of their ability, which would be desirable for many team tasks. Social identity theory posits that the motivation for thinking, feeling, and thus working as a cohesive unit is socially constructed. Highly productive teamwork requires that team members recognize the team as a unit and as an attractive work arrangement. Fundamental assumptions of contemporary management, and management research, are challenged to integrate social identity findings.

Key Words: teamwork • social identity theory • managing teams


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