"Teamworking has been implemented in many organizations in different countries over the last few years, and it has taken a range of forms in practice. In this paper, we draw upon findings from a comparative analysis of teamworking structures and team member perceptions at a British and a German subsidiary of a multinational pharmaceutical company. Interviews were conducted with approximately fifty managers, supervisors and process operators, and 120 questionnaires were analysed. We conclude that, despite major differences, both at national level and in the structure of teamworking, team member perceptions are surprisingly similar at the two sites. This finding challenges the under-researched yet commonly assumed link between structures and perceptions, while calling for more emphasis on the examination of sectoral effects and intra-organizational strategies."

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