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This article examines the introduction of teamworking in the pharmaceutical industry. It was found that the organisation of work contained a mix of benefits and costs. The balance between the two was not random; employees' response was influenced by and connected to prior experiences and expectations, management's business strategies and approach to industrial relations and HRM. The article argues that there was a new dynamic, but one cast within the familiar terrain of management seeking to maintain control and generate consent.
Human Resource Management Journal – Wiley
Published: Jan 1, 2001
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