“Every man for himself”

Abstract

PurposeThis paper aims to examine the practice of teamwork in an under‐researched, yet growing industrial setting.Design/methodology/approachLongitudinal ethnographic‐styled methods of data collection were used and data was examined using the Team Dimensions Model.FindingsThe findings suggest the Team Dimensions Model, with the addition of a customer service perspective, is of use for identifying managerial objectives and organisational outcomes of teamwork. However, this does not suggest that teamworking is easy to implement in the hospitality setting.Research limitations/implicationsThe findings were obtained using unobtrusive participatory and observational methods and based on a single company.Practical implicationsThe paper allows management practitioners to reflect on realities of implementing teamworking under a corporate customer service initiative.Originality/valueThe paper takes an existing theory on teamworking and develops the theory in an under‐researched and growing industrial sector.