Abstract
Throughout the UK and in most parts of the world, the importance of continuous improvement in the drive for continued success is well recognized. It is also widely acknowledged that competitive advantage can be achieved most effectively by utilizing the knowledge and experience of all employees. This article draws on case study research conducted in 14 organizations. All but one of the participating organizations (Sears, Canada) had entered and reached the finals of quality and teamwork award events. The material is grounded in the experiences of the participants so as to provide a realistic view of the issues involved in planning, implementing and evaluating a quality improvement strategy. The aim here is to examine current practices in teamworking and to assess the strategic contribution that work‐based teams make to quality improvement.
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