Target-based team working: Groups, work and interdependence in the UK civil service
通过对英国税务局的深入案例研究，发现了一种以目标为导向的团队工作形式，其中自主性和灵活性作用有限，而相互依赖是关键。
In terms of its implications for work and production, studies of teamworking have generally relied on concepts of autonomy and flexibility. An in-depth, qualitative case study of the UK Inland Revenue reveals a form of teamworking in which both autonomy and flexibility play little part. It is argued that teamworking in this case is best conceptualized by giving greater weight to interdependence. In particular, teamworking in the Inland Revenue works through the outcome interdependence engendered by the emphasis on the team’s work targets. This form of teamworking is given the name ‘target-based teamworking’. Certain aspects of the nature of production appear to encourage this form of teamworking. More generally, the case promotes interdependence as a means of understanding teamworking, and suggests that the key to this understanding is an analysis of the relationship between interdependence and autonomy.