The sustainability of teamwork under changing circumstances: The case of Volvo‐Ghent

Volvo's car assembly plant in Ghent, Belgium, is currently experiencing turbulent times. The plant is implementing the biggest expansion in its history, with plans to almost double its production capacity in 2004. Moreover, Ford is increasingly consolidating its position as the new owner of Volvo. Both developments are challenging the distinctive model of teamwork that Volvo‐Ghent has established over the last decade. This paper assesses the challenges presented by these two developments and the possible outcomes in terms of teamwork at Volvo‐Ghent. This assessment relies on a combination of theories of team structure and team processes.