ABSTRACT
Research supports the assumption that teamwork has a positive impact on organizational performance as well as financial outcomes. Teamwork can also contribute to organizational learning that results in changes of organizational structures or processes. In this chapter the focus is on how team learning can be a resource for achieving concrete improvements at organizational level, i.e. in other parts of the organization. Within the organizational learning literature, teamwork is seen as the basis for collective learning that enables organizations to learn. Those with practical experience would say that most teams focus on becoming effective in routine-task performance, and contribute less to change and developmental activities although learning and cross-fertilization of ideas is closely linked to innovation. Our extensive review of the literature resulted in some plausible causes of why teamwork does not result in organizational learning and change. This might help managers and practitioners to decide whether it could be worthwhile to take teamwork to a new and higher level.
