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|Title: ||Teamworking and Lean revisited: a reply to Carter et al.|
|Authors: ||Procter, Stephen|
Radnor, Zoe J.
|Issue Date: ||2016|
|Publisher: ||© Taylor and Francis|
|Citation: ||PROCTER, S. and RADNOR, Z.J., 2016. Teamworking and Lean revisited: a reply to Carter et al. International Journal of Human Resource Management, DOI: 10.1080/09585192.2015.1111252.|
|Abstract: ||This paper is a reply to Carter et al.’s response to an earlier paper of ours in this journal on the subject of teamworking under Lean in the UK public services . Our reply covers the following issues which Carter et al. have raised: the literature we used to structure our findings; the way in which we used concepts such as autonomy and teamworking; our research methods and approach; how Carter et al.’s newly available data on teamworking might be interpreted; and how data drawn from an official employee attitude survey might best be understood. On the basis of this, we conclude that Carter et al.’s paper fails to meet its objectives. On some things, the authors are simply wrong; on others, they grossly misrepresent our position; on still others, their interpretations are, at best, highly questionable.|
|Description: ||This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource
Management on 01/02/2016, available online: http://dx.doi.org/10.1080/09585192.2015.1111252.|
|Version: ||Accepted for publication|
|Publisher Link: ||http://dx.doi.org/10.1080/09585192.2015.1111252|
|Appears in Collections:||Published Articles (Business)|
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