Is there really an “I” in team? A study of team‐based production organization at the Volvo bus plant

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

Scans the top 400 management publications in the world to identify the most topical issues and latest concepts. These are presented in an easy‐to‐digest briefing of no more than 1,500 words.

Findings

The Volvo bus plant in Sweden is one the largest bus‐chassis assembly plants in the world. Until 2003 it employed 370 people in production, and 80 in white‐collar positions. At the turn of the new century, before a period of decline in the industry, radical changes in the organization of work spread through the plant. Known as FLiSa, the idea of the structure was to bridge the gap between the concerns of the individuals working in the plant, and the collective concerns of the plant as a whole.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2005), "Is there really an “I” in team? A study of team‐based production organization at the Volvo bus plant", Strategic Direction, Vol. 21 No. 7, pp. 29-31. https://doi.org/10.1108/02580540510599025