Teamwork is becoming the norm in organisations around the world (Kozlowski and Bell, 2003). Reasons have been proposed to explain why teamwork exists by (Cohen and Bailey, 1997). They suggest organisations can develop and deliver products in a speedy and cost effective manner. More so, teams are the best way to establish organisational strategy. Teamwork was defined by (Kozlowski and Bell, 2003) as the composition of two or more individuals who share tasks and work towards a common goal. They emphasise the importance of collaboration and cooperation. Teamwork has three important dimensions. Firstly, technical dimension relates to the division of labour and who does what task and when etc. Governance refers to authority and relationships between members. The normative dimension refers to the norms, values and assumptions of the group directing behaviour. However, there are dimensions which can differ between teams, for example the temporal duration. Some teams are required to work together for a larger period of time. The physical proximity of teams may range depending on the organisation. Certain groups must work face to face where as others are dispersed geographically. According to (Hackman, 2002), teams need ‘teamwork’, meaning work that is designed for teams. An important factor relating to teams is interdependence, this is the extent to which people must work interactively and cooperatively (Stewart and Barrick, 2000). There are a number of benefits to an organisation by working in a team; these include efficient processes, reduced costs, increased innovation and skill utilisation (West and Markiewicz, 2004). Evidence to support this claim comes from (Delarue et al, 2008) who found associations between team work, workers outcomes, financial outcomes and operational outcomes. (Godard, 2001) found with his questionnaire that teamwork positively related to job satisfaction, a sense of belonging and feelings of empowerment. This is supported by...
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