Abstract
Abstract We developed this article from an on‐going ethnographic research project at XEL Communications, a telecommunications manufacturing company that has recently changed its manufacturing operations from a traditionally structured hierarchy to self‐directed teams. We analyzed the impact of this change in manufacturing structure on communication practices and culture through a case study of a confrontational meeting between the vice president of manufacturing and one of the new teams. Specifically, our case study illuminates the changes in roles and communication practices engendered by this transformation in the organization's manufacturing structure. We explore the consequences that XEL's experience holds for achieving substantive cultural change in organizations converting to teams.
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